{"product_id":"decision-quality-isbn-9781119144670","title":"Decision Quality","description":"\u003cb\u003eAdd value with every decision using a simple yet powerful framework\u003c\/b\u003e \u003cp\u003eFew things are as valuable in business, and in life, as the ability to make good decisions. Can you imagine how much more rewarding your life and your business would be if every decision you made were the best it could be? \u003ci\u003eDecision Quality\u003c\/i\u003e empowers you to make the best possible choice and get more of what you truly want from every decision.\u003c\/p\u003e \u003cp\u003eDr. Carl Spetzler is a leader in the field of decision science and has worked with organizations across industries to improve their decision-making capabilities. He and his co-authors, all experienced consultants and educators in this field, show you how to frame a problem or opportunity, create a set of attractive alternatives, identify relevant uncertain information, clarify the values that are important in the decision, apply tools of analysis, and develop buy-in among stakeholders. Their straightforward approach is elegantly simple, yet practical and powerful. It can be applied to all types of decisions.\u003c\/p\u003e \u003cp\u003eOur business and our personal lives are marked by a stream of decisions. Some are small. Some are large. Some are life-altering or strategic. How well we make those decisions truly matters. This book gives you a framework and thinking tools that will help you to improve the odds of getting more of what you value from every choice. You will learn:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eThe six requirements for decision quality, and how to apply them\u003c\/li\u003e \u003cli\u003eThe difference between a good decision and a good outcome\u003c\/li\u003e \u003cli\u003eWhy a decision can only be as good as the best of the available alternatives\u003c\/li\u003e \u003cli\u003eMethods for making both \"significant\" and strategic decisions\u003c\/li\u003e \u003cli\u003eThe mental traps that undermine decision quality and how to avoid them\u003c\/li\u003e \u003cli\u003eHow to deal with uncertainty—a factor in every important choice\u003c\/li\u003e \u003cli\u003eHow to judge the quality of a decision at the time you're making it\u003c\/li\u003e \u003cli\u003eHow organizations have benefited from building quality into their decisions.\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eMany people are satisfied with 'good enough' when making important decisions. This book provides a method that will take you and your co-workers beyond 'good enough' to true \u003ci\u003eDecision Quality.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eAcknowledgments xiii\u003c\/p\u003e \u003cp\u003ePreface xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I The Decision Quality Framework 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 The Power of Decisions 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDecision Quality: A Framework for Better Decisions 4\u003c\/p\u003e \u003cp\u003eDecision Skills Can Be Learned 5\u003c\/p\u003e \u003cp\u003eDecisions versus Outcomes 6\u003c\/p\u003e \u003cp\u003eKey Points to Remember 8\u003c\/p\u003e \u003cp\u003eEndnotes 9\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 The Requirements for Decision Quality 11\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Appropriate Frame 13\u003c\/p\u003e \u003cp\u003eCreative Alternatives 13\u003c\/p\u003e \u003cp\u003eRelevant and Reliable Information 14\u003c\/p\u003e \u003cp\u003eClear Values and Tradeoffs 15\u003c\/p\u003e \u003cp\u003eSound Reasoning 16\u003c\/p\u003e \u003cp\u003eCommitment to Action 16\u003c\/p\u003e \u003cp\u003eJudging the Quality of a Decision 17\u003c\/p\u003e \u003cp\u003eKey Points to Remember 19\u003c\/p\u003e \u003cp\u003eEndnotes 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Getting to Decision Quality 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDeclaring the Need for a Decision 21\u003c\/p\u003e \u003cp\u003eSetting the Decision Agenda 23\u003c\/p\u003e \u003cp\u003eUnderstanding the Destination of Decision Quality 23\u003c\/p\u003e \u003cp\u003eAvoiding Decision Traps and Biases 24\u003c\/p\u003e \u003cp\u003eDesigning the Decision Process through Diagnosis 25\u003c\/p\u003e \u003cp\u003eTailoring to Fit the Decision 30\u003c\/p\u003e \u003cp\u003eKey Points to Remember 32\u003c\/p\u003e \u003cp\u003eEndnotes 33\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II The Six Requirements for DQ 35\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 The Appropriate Frame 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Friday Afternoon Dilemma 37\u003c\/p\u003e \u003cp\u003eThe Key Components of a Frame 39\u003c\/p\u003e \u003cp\u003eFraming the Friday Afternoon Dilemma 41\u003c\/p\u003e \u003cp\u003eAn Extended Example: The House Decision 42\u003c\/p\u003e \u003cp\u003eDeveloping an Appropriate Frame 43\u003c\/p\u003e \u003cp\u003eThe Decision Hierarchy: A Tool for Framing 44\u003c\/p\u003e \u003cp\u003eThings That Can Go Wrong 46\u003c\/p\u003e \u003cp\u003eJudging the Quality of a Decision Frame 47\u003c\/p\u003e \u003cp\u003eKey Points to Remember 49\u003c\/p\u003e \u003cp\u003eEndnotes 49\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Creative Alternatives 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCharacteristics of Good Alternatives 53\u003c\/p\u003e \u003cp\u003eThe Strategy Table: A Tool for Defining Alternatives 56\u003c\/p\u003e \u003cp\u003eThings That Can Go Wrong 57\u003c\/p\u003e \u003cp\u003eJudging the Quality of Alternatives 60\u003c\/p\u003e \u003cp\u003eKey Points to Remember 63\u003c\/p\u003e \u003cp\u003eEndnotes 64\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Relevant and Reliable Information 65\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInformation from a Decision Perspective 65\u003c\/p\u003e \u003cp\u003eAn Extended Example: Michael’s Job Choice 67\u003c\/p\u003e \u003cp\u003eStructuring the Relevant Information in a Decision 68\u003c\/p\u003e \u003cp\u003eThe Decision Tree: A Tool for Structuring a Decision 68\u003c\/p\u003e \u003cp\u003eWhat is Reliable? 72\u003c\/p\u003e \u003cp\u003eThings That Can Go Wrong 74\u003c\/p\u003e \u003cp\u003eJudging the Quality of Information 75\u003c\/p\u003e \u003cp\u003eKey Points to Remember 78\u003c\/p\u003e \u003cp\u003eEndnotes 79\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Clear Values and Tradeoffs 81\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eValues and Tradeoffs for Decisions 82\u003c\/p\u003e \u003cp\u003eMichael’s Values and Tradeoffs 82\u003c\/p\u003e \u003cp\u003eValues in a Business Context 85\u003c\/p\u003e \u003cp\u003eMaking Tradeoffs in Business Decisions 86\u003c\/p\u003e \u003cp\u003eThings That Can Go Wrong 88\u003c\/p\u003e \u003cp\u003eJudging the Quality of Values 89\u003c\/p\u003e \u003cp\u003eKey Points to Remember 91\u003c\/p\u003e \u003cp\u003eEndnotes 91\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Sound Reasoning 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReasoning for Michael’s Job Decision 94\u003c\/p\u003e \u003cp\u003eReasoning in More Complex Decisions 97\u003c\/p\u003e \u003cp\u003eThe Relevance Diagram: A Tool for Structuring Complex Decisions 97\u003c\/p\u003e \u003cp\u003eThe Decision Model: A Tool for Analyzing Complex Decisions 98\u003c\/p\u003e \u003cp\u003eThe Tornado Diagram: A Tool for Displaying the Relevance of Information 99\u003c\/p\u003e \u003cp\u003eFlying Bars: A Tool for Displaying Overall Uncertainty 102\u003c\/p\u003e \u003cp\u003eThings That Can Go Wrong 103\u003c\/p\u003e \u003cp\u003eWhen to Get Help with Reasoning 104\u003c\/p\u003e \u003cp\u003eThe Power of Iterating from a Simple Start 105\u003c\/p\u003e \u003cp\u003eJudging the Quality of Reasoning 105\u003c\/p\u003e \u003cp\u003eKey Points to Remember 109\u003c\/p\u003e \u003cp\u003eEndnotes 110\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Commitment to Action 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTwo Mindsets: Decision and Action 111\u003c\/p\u003e \u003cp\u003eCommitment through Participation and Ownership 113\u003c\/p\u003e \u003cp\u003eConscious Commitment 115\u003c\/p\u003e \u003cp\u003eThings That Can Go Wrong 115\u003c\/p\u003e \u003cp\u003eJudging the Quality of Commitment to Action 117\u003c\/p\u003e \u003cp\u003eKey Points to Remember 119\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III How to Achieve DQ 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Biases and Traps in Decision Making 123\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMechanisms of the Mind 123\u003c\/p\u003e \u003cp\u003eProtection of Mindset 126\u003c\/p\u003e \u003cp\u003ePersonality and Habits 128\u003c\/p\u003e \u003cp\u003eFaulty Reasoning 130\u003c\/p\u003e \u003cp\u003eAutomatic Associations and Relative Thinking 133\u003c\/p\u003e \u003cp\u003eSocial Influences 137\u003c\/p\u003e \u003cp\u003eSumming Up 138\u003c\/p\u003e \u003cp\u003eEndnotes 139\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Megabiases that Undermine DQ 143\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDQ and Megabiases 144\u003c\/p\u003e \u003cp\u003eMegabias #1: Narrow Framing 144\u003c\/p\u003e \u003cp\u003eMegabias #2: The Illusion of DQ 147\u003c\/p\u003e \u003cp\u003eMegabias #3: The Agreement Trap 149\u003c\/p\u003e \u003cp\u003eMegabias #4: The Comfort Zone Megabias 150\u003c\/p\u003e \u003cp\u003eMegabias #5: The Advocacy\/Approval Myth 152\u003c\/p\u003e \u003cp\u003eGeneral Guidelines for Avoiding Megabiases 154\u003c\/p\u003e \u003cp\u003eEndnotes 154\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Achieving Quality in Strategic Decisions 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Dialogue Decision Process 158\u003c\/p\u003e \u003cp\u003eFour Phases of Dialogue 161\u003c\/p\u003e \u003cp\u003eEvery Decision Situation is Different 163\u003c\/p\u003e \u003cp\u003eAdvantages of the DDP 164\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Achieving Quality in Significant Decisions 169\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe DQ Appraisal Cycle: Iterating Our Way to DQ 170\u003c\/p\u003e \u003cp\u003eThe DQ Appraisal Cycle in Action: Robin’s Career Crossroads 176\u003c\/p\u003e \u003cp\u003eSumming Up 187\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart IV The Journey to DQ 189\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 The Amoco Unleaded Gasoline Decision 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting Started on the Unleaded Decision 194\u003c\/p\u003e \u003cp\u003eSeeking Greater Clarity on the Key Uncertainty 196\u003c\/p\u003e \u003cp\u003eCompeting Reports 198\u003c\/p\u003e \u003cp\u003eThe Bottom Line 201\u003c\/p\u003e \u003cp\u003eDecades of Experience in Improving Value 202\u003c\/p\u003e \u003cp\u003eEndnote 203\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Building Organizational Decision Quality 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOrganizational DQ 207\u003c\/p\u003e \u003cp\u003eThe Components of ODQ 207\u003c\/p\u003e \u003cp\u003eReaching ODQ 209\u003c\/p\u003e \u003cp\u003eChevron’s Journey to ODQ 212\u003c\/p\u003e \u003cp\u003eTaking the First Step 213\u003c\/p\u003e \u003cp\u003eEndnote 214\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Embarking on the DQ Journey 215\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Next? 216\u003c\/p\u003e \u003cp\u003eReferences 219\u003c\/p\u003e \u003cp\u003eAbout the Authors 223\u003c\/p\u003e \u003cp\u003eIndex 225\u003c\/p\u003e   \u003cp\u003e\u003cb\u003eCARL SPETZLER\u003c\/b\u003e is the cofounder, chairman, and CEO of Strategic Decisions Group (SDG), a leading strategy consulting firm renowned for its expertise in strategic decision- making for greater value creation.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eHANNAH WINTER\u003c\/b\u003e is a partner, strategy consultant, and educator with SDG, where she leads the firm's 10-year education partnership with Stanford in strategic decision making.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eJENNIFER MEYER\u003c\/b\u003e leads client engagements at SDG, resulting in hundreds of millions of dollars in added value through better strategic decisions.  \u003c\/p\u003e\u003cp\u003eMore at Strategic Decisions Group's website \u003c\/p\u003e\u003cp\u003e\u003cb\u003ewww.sdg.com\u003c\/b\u003e     \u003c\/p\u003e\u003cp\u003e\u003cb\u003eFew things are as valuable in business,\u003c\/b\u003e and in life, as the ability to make good decisions. \u003ci\u003eDecision Quality\u003c\/i\u003e is here to help you make decisions that maximize value creation and manage risk— every time.  \u003c\/p\u003e\u003cp\u003eThe book comes from the dynamic team of award- winning educator Carl Spetzler and his colleagues, Hannah Winter and Jennifer Meyer. This trio has helped shape the decision quality profession over the years—in the field and in the classroom. They've also worked with leaders around the world, across industries, to elevate the quality of their decisions. That same expertise is now available to you.  \u003c\/p\u003e\u003cp\u003eThe framework at the heart of this book comes from the authors' decades-deep foundation in decision theory, behavioral decision sciences, and real-world practice. You'll get a reliable methodology that can be applied to all types of decisions—from business to personal, for big bets or smaller choices—regardless of your level, specialty, and industry. Every chapter unfolds with focused lessons, insights, and examples to help you navigate complex decisions.  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eDecision Quality\u003c\/i\u003e enables you to: \u003c\/p\u003e\u003cul\u003e \u003cli\u003eAvoid the most common traps that undermine decision making\u003c\/li\u003e \u003cli\u003eJudge the quality of your decisions more accurately, as you're making them\u003c\/li\u003e \u003cli\u003eNavigate today's uncertainties with confidence\u003c\/li\u003e \u003cli\u003eExecute on your decisions with greater buy-in and success\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eJoin the growing group of leaders who are making decisions that create greater value—every time.    \u003c\/p\u003e\u003cp\u003e\u003cb\u003ePraise for DECISION QUALITY\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\"No one has coached more businesses through high-stakes strategic decisions than Carl Spetzler and the team at SDG. If you're looking for wisdom on making better decisions in your business, you've come to the right place.\"\u003cbr\u003e \u003cb\u003e—CHIP \u0026amp; DAN HEATH, Bestselling CoAuthors including \u003ci\u003eDecisive: How to Make Better Choices in Life and Work\u003c\/i\u003e\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\"An excellent guide for consultants, technical experts, and program managers to achieve the most impact from their work.\"\u003cbr\u003e \u003cb\u003e—THOMAS OLAVSON, PhD, Google Inc.\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\"From beginning to end, this book underscores the business benefits that accrue from investing in decision quality processes. The authors offer actionable steps that leaders can take to check biases rooted in deeply held beliefs, and steer their organizations toward better value creation.\"\u003cbr\u003e \u003cb\u003e—PHILIP E. TETLOCK, PhD, Bestselling Author  including \u003ci\u003eSuperforecasting: The Art and Science of Prediction\u003c\/i\u003e\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\"A clear 'must read' for everyone in a leadership position.\"\u003cbr\u003e \u003cb\u003e—GERARD KLEISTERLEE, Chairman, Vodafone Group Plc\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\"Implementing the decision quality processes described in this book should become the 'new normal' for all organizations and their leaders.\"\u003cbr\u003e \u003cb\u003e—CHINA GORMAN, Former CEO, Great Place  to Work Institute\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\"The authors deliver an approach and philosophy that can provide an immediate and positive impact on personal and business decisions. Books that achieve this in such a readable format are rare indeed—acquiring a copy could be the first in a series of quality decisions!\"\u003cbr\u003e \u003cb\u003e—ANDREW EVANS, MBA, Unilever; Fellow, Society of  Decision Professionals\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\"A very savvy, sorely needed systematic approach to making uncertainty an integral dimension of the questions we ask and the answers we seek. Their strategy shows you how to judge the quality of your decisions without knowing or relying on outcomes that may or may not be a reflection of the actual decision process.\"\u003cbr\u003e \u003cb\u003e—ROBERT A. BURTON, MD, Bestselling Author  including \u003ci\u003eOn Being Certain: Believing You Are Right  Even When You're Not\u003c\/i\u003e\u003c\/b\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989030813925,"sku":"NP9781119144670","price":32.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119144670.jpg?v=1761782513","url":"https:\/\/k12savings.com\/products\/decision-quality-isbn-9781119144670","provider":"K12savings","version":"1.0","type":"link"}