Publisher's Synopsis
The authors argue that the professional executive's most important responsibility is to be a professional thinker - and a professional manager of other thinkers. Decision thinking should follow a four-stage model: the question, the alternatives, the consequences and the decision.;Each of these stages is discussed in detail, and some western myths about decision making are dismissed - from the cult of macho man (who makes snap decisions which are frequently wrong) to those who undervalue practical thinking or who believe fatalistically that blind market forces are both unalterable and inherently benevolent.;The second part of the book examines the techniques required to put the theory into practice. Three principal thinking instruments are evaluated - experience, imagination and reason and readers are helped to analyze their strengths and weaknesses, with strategies for improving individual and collective decision-making outlined.
