Why Decisions Fail: Avoiding the Blunders and Traps That Lead to Debacles

by Paul C. Nutt

Book Overview

People fear a decision that can turn into a debacle - a decision riddled with poor practices producing big losses that become public. This book reveals how a decision can turn into a fiasco and how to... This description may be from another edition of this product.

• Format: Paperback
• Language: English
• ISBN: 1576751503
• ISBN13: 9781576751503
• Release Date: July 2002
• Publisher: Berrett-Koehler Publishers
• Length: 352 Pages
• Weight: 1.15 lbs.
• Dimensions: 0.9" x 6.1" x 9.2"

Customer Reviews

Required Reading for Executives

We often learn more from those who fail than those who succeed. The value in this book is in learning how to avoid using poor decision making techniques. As the founder of an Inc. 500 consulting company, I've seen executives and managers across many companies fall into these decision pitfalls described by the author. This is a great, if somewhat laborious, read on how to make better decisions. If you're continually amazed at how poorly people make decisions, I think you'll enjoy the book.

Avoid Debacles

If we can accept Microsoft's statistic that more than 74 percent of the projects undertaken by business are behind schedule or result in failure, costing more than $74 billion a year, then this book is a bargain.Ohio State University Professor Paul C. Nutt, who has spent more than 20 years studying how decision are made, says failures can be traced to three blunders and seven traps. Avoiding the blunders and the traps they set will cut one's failure rate significantly.The blunders to avoid:* Failure-Prone Practices* Premature Commitments* Wrong-Headed Investments.These blunders lead unsuspecting managers into seven ensnaring traps:* Failure to Reconcile Claims* Failure to Manage the Forces Created by a Decision* Ambiguous Directions* Limited Search with No Innovation* Misuse of Evaluation* Avoidance of Ethic Questions* Failure to Learn.Sounds simple; yet anyone who has participated in a project recognizes these blunders and traps. In fact, most of us could supply the author with reams of case studies to add to the ones he uses to illustrate his points.This is a great book and should be read by project managers and corporate managers alike. Microsoft's number may seem high, but there is no doubt we participate in too many projects that spiral behind schedule and over-budget. Good decision making techniques can only help improve our results.