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The Semmelweis Reflex and Why Being Right Isn’t Enough To Provoke Change
The Semmelweis Reflex is the dismissing or rejecting out of hand any information, automatically, without thought, inspection, or experiment.
What’s time for anyway??
Simulation is one technique that can speed time up. For example, changing a business workflow model, then simulate yesterday's production volume on it and see the impact. Simulation can also slow time down and identify bottlenecks or anomalies and focus a
Harvard: How to Predict Business Surprises & Disasters
HBS Working Knowledge has a quartet of essays on how you can anticipate surprises, manage disasters vis a vis your team, and ultimately, learn from failures when they occur.
Andrew Hargadon: The future of organizations
on how technology and organizations interact over time
What Innovators Can Learn From Vegas Card Counters
As a manager/engineer/geek, do you want to take on career assignments where you know up-front your chance of success is only 2.5% ?What works as a risk-mitigating portfolio for the company does not (...) work at the level of individual employees
Canada, the Martin Paradox, and The Opposable Mind
about The Opposable Mind by Roger Martin .... Being creative in a group is determined by how the group functions: does it seek to brainstorm and devise new solutions or does it seek concensus?
"Kultur der Fehlinformation"
warum aufwändige Infrastrukturprojekte meist nicht ohne erhebliche Mehrkosten und Zeitverzögerung beendet werden
Worauf muss ich achten, um nachhaltig zu entscheiden?
Eine Frage, welche immer mehr Entscheidungsträger beschäftigt
When Did You Last Re-frame Your Business?
Many executives have the toughest time making the right calls when there are too many uncertainties in the business environment. Rather than carefully examine all their strategic alternatives, they quickly jump to a quick solution (management concepts) a
In turbulent times, adaptability is critical ...
By breaking decisions into stages, executives can build flexibility into their plans. ... scrapbooked
Andrew McAfee: Input by Many, Decisions by ????
I don’t think many large companies are at a point where a post like “Why Our Recently Announced Strategy is Misguided” would be embraced.
Separating the information from the decision
So now it becomes a question of who is most qualified to make the decision, separated from how they get the information ???
Rethinking 'Crossing The Chasm'
Today’s fast changing world redefines how we do business. It also puts into question old business methods and theories. Is “Crossing the Chasm” thinking still meaningful today? Is it even possible anymore?
Think Differently!!: The Harvard Business Review on Leaders Thinking Differently
a more productive starting point is to learn from how leaders think
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