Book tips - Decision
Decision
Right or wrong? Heads and tails or gut feeling? After a decision has been made, you are often wiser than before. It is almost human nature to emphasize the positive aspects, not only to justify oneself to others, but also for the sake of one's own mental hygiene. Even when people are obviously wrong, the learning effect of failure is then emphasized, or one desperately hopes for a later development, of which one can then claim: "Who knows what it was all good for?" In politics, difficult decisions often have to be made under enormous time pressure. US President Obama spoke of the "shitty options" available to him when dealing with Syrian ruler Assad. This also applies when a company is threatened with a crisis situation. It has rarely worked here to remain in a state of shock so as not to be vulnerable. There is certainly something to be said for the credo that any decision is better than no decision.
" It is better to make imperfect decisions than to constantly search for perfect decisions that will never be made. " -Charles de Gaulle
Source: E-3 Magazine - October 2017 issue
Decide correctly
On average, we make 20,000 decisions a day, big and small, trivial and important. (Prospective) managers often make even more decisions. However, how to make the "right" decisions remains an open question. Is that even possible? This textbook introduces the reader to decision theory and explains in detail the differences between normative and descriptive decision theory, i.e. how one should decide and how one actually decides.
Decision support in theory and practice
The conference proceedings include eight conceptual, empirical and experimental papers that provide current research results on decisions under risk and ambiguity, decision support systems, applications of fuzzy systems, methods for analyzing environmentally oriented decision problems, asset allocation problems and complexity issues.
How convictions arise
Convictions make up a large part of our knowledge and actions. We are convinced of things, of culture, of the past and the future. The author has examined what beliefs do for us, how we arrive at them and how we evaluate them. According to the author, we should evaluate them with caution, as they have a major influence on our actions and decisions.
Freud would have decided differently
How should I decide? This is a question that concerns many people. The author begins by presenting the most important findings of psychological decision research. She relates these to the work of Freud. It is shown that decisions involve a conflict between desires and fears. They require differentiation and a decision to be made.
Decision-oriented management
Managing means deciding. A dynamic business environment constantly generates new decision-making needs. This book integrates theoretical backgrounds and concepts where they clarify and stimulate practical aspects. It sheds light on the background and structures of corporate decision-making situations in order to then discuss helpful concepts for analysis and implementation.
DE
EN
ES
