Book Description

Author is a leading theorist in negotiation and decision-making. ... Read more

Reviews (5)

A Real Jewel in Decision Making Theory
There are many quantitative books on Decision Making Theory but this book deals basically with the subjective aspects of Decision Making. I used it at the University of São Paulo as textbook for a graduate class on Decision Making under Uncertainty together with Clemen & Reilly's book "Making Hard Decisions".

Bazerman's focus on common decion biases and heuristics makes us think a lot about how we make decisions and normally has nothing to do with rational quantitative "perfect world" decision making normally teached at business schools. Do read this book if Decision Making Theory is important for you, this is really a classic on this subject!!!! With less than 200 pages you really can't afford not reading it.

Great Overview
Fantastic introduction to the field of judgement. I like the following about the book:

1) Concise, and to the point
2) nly a few examples. I imagine that most people reading this book will be fairly theoretical thinkers, so won't need many examples
3) Covers a wide range of judgemental fallacies. A good book to get a feel for the field.

Summary - Judgment In Managerial Decision Making
Max Bazerman had one central purpose in mind when he wrote his book, Judgment In Managerial Decision Making. He hoped to improve the judgment and decision making skills of his audience, whether they be managers of multi-billion dollar corporations or consumers deciding how much to offer a salesman for a new car. Through the use of vivid real-world examples Max Bazerman identifies systematic ways in which judgment and decision making skills deviate from rationality under uncertain conditions. The end result is that the reader can readily comprehend the concepts outlined in the book and easily apply them to his or her own life.

The only major weakness in the book has to do with its discussion of the multiparty decision-making process. Because of the complex dynamics of these multiparty situations, Bazerman is forced to limit his coverage to only a select number of issues that he believes are especially pertinent to understanding decision making among several groups. Academics have also spent less formal research time on multiparty decision-making versus two-party and individual decision making. Therefore, the number of real-world contemporary examples are quite limited, making the reader less inclined to believe the results.

Makes you think about your own decision making process.
In his book, Judgment in Managerial Decision Making, Max Bazerman applies behavioral decision research into an organizational setting. He acknowledges that even though the rational decision-making process will lead to optimal decisions, the process is too time consuming to use in reality. Therefore, managers must rely on their intuitive judgment to find satisficing solutions to the problems they confront on a daily basis. The first half of the book examines the reader's judgment by explaining how the utilization of heuristics, rules of thumb used by managers to simplify problem solving in complex situations, can lead to irrational decisions when inappropriately applied. Cognitive biases are the cause of irrational decisions when heuristics are used improperly. In addition, Bazerman also offers an analysis of how uncertainty, escalation of commitment, and concern for fairness affect managerial decision-making. The second half of the book addresses how the decision-making process relates to both two-party and multiparty situations. Bazerman discusses the difficulty individuals face when trying to act rationally in competitive negotiations. He also describes the complexities work groups or project teams face when they hold a cooperative as well as a competitive position. The final chapter presents four strategies for improving the decision-making process. The first and second strategies are eliminating biases, and acquiring experience and expertise through feedback on the outcome of previous decisions. Both strategies are designed to alter intuitive responses to various decision-making situations. The third and fourth strategies offer techniques for improving decisions using linear models and accounting for the biases that influence the decisions of others. In his conclusions, Bazerman states that "the manager is likely rewarding behaviors that may not be functional in the future" by rewarding results rather than the decision-making process. Therefore, he recommends that managers reward employees for good decisions rather than results. Improving judgment and decision-making abilities is a step in the right direction towards making better decisions.

Strategies to improve rational decision-making
In Max Bazerman's novel, Judgment in Managerial Decision Making, he outlines particular strategies and concepts that managers should use in their decision-making process. Through his examples and easy- -to-read text, Bazerman does an excellent job of taking the reader on a journey to improved decision making, while at the same time, keeping the reader's interest. This first and second point of view writing style makes the novel more personal and easy to relate to. His contemporary examples and scenarios clearly represent the message he is trying to convey. Bazerman discusses: - Rational decision making process - Biases that affect managers' judgments - Psychological factors that explain how managers respond to uncertainty - Why managers make nonoptimal decisions to justify a previous commitment - Inconsistencies of judging fairness - Motivational biases - Optimization in two-party negotiations - Judgments in multiparty negotiations - Additional decision making strategies After reading Judgment in Managerial Decision Making, the reader will be able to make more rational managerial decisions. The concepts Bazerman explains will help all readers improve their decision-making process, even under the contraints of time, cost, intelligence, and perception. ... Read more

Book Description

Filling a void in the market, Conflict Diagnosis, Brief Edition uses the innovation of the Conflict Diagnosis concept to provide an in-depth appreciation of ADR processes. The survey takes both a true sociological perspective on the interdisciplinary topic of alternative disputes and prefaces these descriptions with an in-depth exploration of the theoretical and empirical basis for understanding their uses, misuses, indications and counterindications to provide readers with a thorough and complete approach to understanding, evaluating and developing strategies and tactics to address interpersonal conflict.The survey addresses basic definitions, dispute resolution processes, preconceptions about conflict and how they short change us, conflict diagnosis, the nine steps of conflict diagnosis, alternative dispute resolution processes, using conflict diagnosis to manage legal disputes and select ADR processes.For human resources personnel, dispute resolution system designers, trainers and ombuds, as well as ADR neutrals and neutrals-in-training. ... Read more

Reviews (15)

Weak and Disappointing Introduction to Decision Analysis
Overall I think this is poor introduction to Decision Analysis. The author gives a sketchy explanation of key concepts such as how to draw influence diagrams and decision trees. He emphasis their importance several times, but never gives a thorough explanation of how to create them, with insufficient examples. What is TRULY bothersome is some of the exercises in the early chapters ask the reader to create these diagrams, without the "how to draw them" part ever having been explained!

Other issues I have with this book:

- several typos and grammatical errors
- some of the examples appear to have been "borrowed" from many other (better) books, such as those listed below.
- there is a shortage of concrete examples, and the few examples given are not sufficiently explained. I was not able to follow the analysis process of how to apply some of the concepts explained in the book, specifically on creating influence diagrams
- the author's arrogance is insulting. At the beginning of each chapter he quotes an eminent figure. Some of the quotes come from Einstein, Sun Tzu, Theodore Roosevel. The author has the audacity to put one of his OWN QUOTES in this same space reserved for these other renowned people.
- the author's website, to which he references frequently, was not active every time I checked (last checked July 2004).
- dissapointing explanation of Net Present Value (NPV), an important concept when evaluating consequences of many financial decisions
- very poor explanation of discount rates, another important term
- glossary fails to list important terms, such as discount rate

The writing was OK. The book does provide a mediocre overview to Decision Analysis (DA). The author has apparently worked in the DA field for some time, and refereneces this experience frequently.

As should be evident from my above comments, I am dissapointed by this book. I would have better spent my time spending more money and purchasing a more widely respected text like that of Clemen (listed below). Overall I'd suggest readers avoid this book and instead purchase:

Smart Choices by Hammond, Keeney, Raiffa - very well written, concise book on making better decisions, for the layman. Great examples, thoroughly explained, with useful analogies and applications of the important concepts.

Making Hard Decisions by Clemen - a much more scholarly text used in many Decision Analysis courses.

Hands-on, helpful, comprehensive -- and recommended
Skinner covers a lot of territory in this book, hitting important elements of real-world decision-making. I recommend this for new practitioners and managers, or anyone else who wants a comprehensive overview of decision analysis in the business environment. Rather than focus only on number-crunching such as cost-benefit or cash flow projection, he emphasizes decision process, scaleability, and decision quality -- topics we don't hear about often enough. For instance, Skinner provides practical checklists and tools such as one for assessing the quality of a decision (p. 96). Additionally, the book functions as an encyclopedia of decision methods, with concise explanations of influence diagrams, Monte Carlo, probability, etc.

A good introduction
Skinner presents the tools and applications of decision analysis very clearly. He supplements this with numerous case studies that aid in understanding how to apply these techniques.

This is an introductory text. I believe that the author merely intended to present these techniques. No discussion of their limitations is made. The examples given are very simple, which is very helpful to explain the concepts described in the book. They cannot be expected to address all the issues in a real-life decision problem.

Excellent Introduction to Decision Making
This book is very well organized, very easy to read and to comprehend. It must be in your library!!

The Final Chapter: 30' Guide to better decisions, is the perfect closure to an excellent book. It guides you through all the process in a glance.

Very practical, stimulating book
This book is a great overview of different DA tools, processes and analyses. The book nicely balances a newbie-level focus with sophisticated forms of analysis.

Skinner's focus is very much on making it possible for readers to take the concepts in the book and immediately apply them to real-world decision problems. Many of the concepts are developed and then presented in a cookbook-like fashion. This style was often clarifying and makes the book an excellent quick reference. ... Read more

Amazon.com

Yale professors Barry Nalebuff and Ian Ayres engage readers in an intriguing oxymoron. They believe invention can be automated. Why Not? outlines a populist high-octane approach to creative problem solving. "We aspire for this book to change the way people think about their own ability to change the world." The authors' ideas and examples--from adopting British water conserving toilets to having telemarketers pay you to listen--bristle with energy, conviction, and occasional loopiness. Their approach upends cliched problem solving models by asking, "What would Croseus (the ancient rich king) do?" They take Edward de Bono'slateral thinking out for a spin, suggesting pay for view television might include a fee for eliminating commercials.

Nalebuff and Ayres are at their best in exploring "Idea Arbitrage," a tool for applying one solution to a host of other problems and yielding day care at IKEA, corporate vanity stamps, and library coffee houses. Some promising concepts, such as the technique of leveraging mistakes to create new solutions, are not as clear as others. Overall, the authors make an entertaining case for the idea that innovators are made and not born. --Barbara Mackoff ... Read more

Reviews (9)

There is a major mistake in Chapter 7
Judging from the Chinese translation, this book is ok if it didn't have a major slip in Chapter 7. The approach taken to find the solution to the triple-line puzzle was incorrect and misleading. And it's a serious mistake for a book on creativity. The authors made the use of this puzzle to convey their message of never giving up easily in problem solving and to demonstrate a good application of the principle of symmetry.

However, the authors readily gave up on the first approach came to anyone's mind of first connecting the pair of block B by a straight line. Authors then gave up on a second approach, which certainly failed to work either. A solution was finally found in the 3rd try. Most of the readers would have been happily convinced and moved on to the rest of the book. But I for one didn¡¦t give up easily on the first approach as I was encouraged by the authors:
1. Be persistent. I didn¡¦t give up on the first approach.
2. Don't settle for a solution; pursue the best solution. The solution provided by the authors is not as elegant as I like.
3. And apply the principle of symmetry. The authors forgot to apply it to the first approach.

It turned out that the first approach can lead to a solution which is also most elegant.
The solution is:
1. First connecting the pair of Block B by the shortest straight line.
2. Connecting the pair of Block A by a curve line. The line, starting from the left Block A, heads south and goes in between the bottom Block B and C. Once it hits the boundary, it moves along the boundary. It curves up and heads toward the right Block A once it has passed the bottom Block B.
3. Connecting the pair of Block C by applying the principle of symmetry, or rather anti-symmetry.

A good book for product inventors
This book introduces some techniques for coming up with creative ideas and (esp.) products, and then describes many examples of innovative products or product ideas which can be derived from application of the techniques. The example products and ideas were really interesting, and I got a number of "nice idea, I can use that in my business problem" thoughts (my business is software development), but not nearly as many as I got when I read "Whack on the Side of the Head", which for me is still the king of creativity books. "Why Not?" seemed a good book for someone who wants to invent products, whereas "Whack..." is pure fuel for how to think more creatively.

A different perspective
Why Not? is an innovators thinkbox in how to make things better in our everyday lives/business. The book goes into great detail in providing examples that think outside of the box when designing products, programs or inventions. This book may not be for everyone, as the two authors intelligence level is superior to most (and I do not mean that to offend anyone!!), and even though they convey their book in an easy to understand manner, you can tell these two gentlemen think on a different level. Therefore, this book should be an enjoyable read, but don't get frustrated if you are not on the same level as them. I consider myself a smart cookie, and a few things were above my head.

White Caps on Gray Matter
To me, the subtitle of Nalebuff and Ayres's book is especially significant because few of us understand how to use everyday ingenuity to solve problems big and small. So often we ask, "What didn't I think of that?" I wholly agree with Nalebuff and Ayres that we could have, had we been willing to view a given situation (need, problem, irritation, etc.) from several different perspectives. For whatever reasons, we seldom do so. That is, we see and hear what we expect because our mental "filters" perpetuate fixed mindsets.

Let's pretend that you have entered the Nalebuff and Ayres Executive Hardware Store. Either Nalebuff or Ayres greets you, offering a complimentary toolbox rather than a cart to use while shopping. "If you need anything or have any questions, please let me know." You then thoroughly explore each of the store's three main departments.

Problems in Search of Solutions: Tools which enable you to take the perspective of an unconstrained consumer and internalize the external effects the external effects of decision-making

Solutions in Search of Problems: Tools which help you to identify "idea arbitrage" and experiment with "things the other way around"

Problem Solving with a Purpose: Tools which enable you to think effectively and productively "inside the box"

The proprietors realize that no visitor to their store needs all of these tools at the same time, nor will all visitors use any one of the tools in precisely the same way. The central purpose of Nalebuff and Ayres' book is to offer various "tools," then explain what each can do and how to use it properly, thereby to change "the way people think about their own ability to affect the world. Our goal is to make it natural -- even expected -- for everyone to challenge the status quo and ask, Why not do it this way instead?"

They cite countless examples from a wealth of real-world experiences, many of which illustrate what I call "the invisibility of the obvious." I agree with Nalebuff and Ayres that innovation can be taught. Many of the most innovative consumer products (e.g. Post-Its as well as those derived from Velcro and Gore-Tex) were created by technology and fabrics already available. To ask "Why didn't I think of that?" is to acknowledge the invisibility of the obvious.

Heightening our awareness of potentialities within the so-called commonplace, thereby enabling "everyday ingenuity," is precisely why Nalebuff and Ayres wrote this thoughtful, thought-provoking, and eloquent book. It will be of greatest value to decision-makers in literally any organization (regardless of size or nature) who are in urgent need of generating new and better ideas, perhaps re-configuring mature products or services, and generating ideas which will be the seed of entirely new products and services.

The quotation from George Bernard Show with which they begin the first chapter seems especially appropriate to the conclusion of my brief commentary: "Some men see things as they are and say, 'Why?' I dream of things that never were and say, 'Why not?'"

Fill your own toolbox and then have at it!

Easy to read ¿ the enthusiasm is infectious
This is very well-researched - a collection of anecdotes of innovative products and processes from around the world - UK, Australia, Italy, France, Canada, Germany, Sweden etc - whether they be financial, medical, transport etc.

However, it's probably only of real use to a US Audience - comparing the US processes to the best foreign innovators. Everything they describe was already familiar to me (as I've worked in over 30 Countries).

Where they talk about localised innovation, such as Lojack versus the Club, its well written - but if you'd never been to the USA and seen adverts for either Product, it'd be very hard to appreciate what they were comparing.

I do like the US practice of being allowed to turn right on a red light - I wish we had that in the UK (obviously on a left turn for us), but this book taught me that it came from California originally. I think turn right on red is the best thing to come out of California since the Beach Boys.

Also, for its dozens of ideas, the book has no Index - so impossible to dip back into for that great idea.

In essence, the book is just a collection of anecdotes such as what imaginative people have been doing for 100's of years since Marco Polo and before - travel with your eyes, ears & mind open, and observe how others have approached that problem that is so irritating back home.

For example, if I was writing the equivalent of this book for a UK audience, I'd be pushing for 'turn on red', and to clone the USA's 529 College Tuition Savings Plans. ... Read more

Book Description

At times in our careers, we've all been aware of a "gut feeling" guiding our decisions. Too often, we dismiss these feelings as "hunches" and therefore untrustworthy. But renowned researcher Gary Klein reveals that, in fact, 90 percent of the critical decisions we make is based on our intuition. In his new book, INTUITION AT WORK, Klein shows that intuition, far from being an innate "sixth sense," is a learnable--and essential--skill.

Based on interviews with senior executives who make important judgments swiftly, as well as firefighters, emergency medical staff, soldiers, and others who often face decisions with immediate life-and-death implications, Klein demonstrates that the expertise to recognize patterns and other cues that enable us--intuitively--to make the right decisions--is a natural extension of experience.

Through a three-tiered process called the "Exceleration Program," Klein provides readers with the tools they need to build the intuitive skills that will help them make tough choices, spot potential problems, manage uncertainty, and size up situations quickly. Klein also shows how to communicate such decisions more effectively, coach others in the art of intuition, and recognize and defend against an overdependence on information technology.

The first book to demystify the role of intuition in decision making, INTUITION AT WORK is essential reading for those who wish to develop their intuition skills, wherever they are in the organizational hierarchy. ... Read more

Reviews (1)

A useful perspective on thought processes / decision making
In Innovation at Work, Gary Klein presents the interesting premise that intuition can be a learned skill rather than an innate trait that someone either does or does not have. Citing his work with the US Marine Corps, firefighters and certain business organizations, Klein lays out his theory that intuition is something to be valued, developed and leveraged. To push his thesis, he tends to beat up on analytics and metrics in decision making - so much so that people with a strong analytical bent (like me) might dismiss the thesis as rubbish. Keeping an open mind, however, makes one see that what Klein is really advocating is a blend of intuition and analytics. In fact, a number of the tools outlined by Klein to build up intuition are somewhat analytical in nature - in effect creating a situation where one can intuitively decide something today because of "pre-analysis" that had been done in the past. Although the concepts are presented more from an anecdotal perspective than from a rigorous scientific one, Klein is able to nonetheless put forth a concept that merits attention, if for no other reason that to gain a perspective on different management styles the one must deal with on a regular basis. ... Read more

Book Description

The Harvard Business Review Paperback Series brings managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Gathered in a highly accessible format are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for forward-thinking businesspeople worldwide.

Managers at every level, and in every industry, must balance various working styles, build efficient management teams, and develop sharp negotiation skills to remain competitive. Harvard Business Review on Negotiation and Conflict Resolution offers a selection of the best thinking on negotiation practice and managing conflict in organizational settings. ... Read more

Reviews (1)

A must!
The Harvard Business Review has done it again. A very useful tool for negotiation. ... Read more

Book Description

Developed at warp-speed and designed for overwhelming victory, the Desert Storm air campaign lit up the skies of Baghdad and changed strategic thinking forever.Now, John Warden - architect of the Desert Storm air campaign - and his partner, organizational consultant Leland Russell, have applied this proven approach to success to another kind of intense competition: the fast-changing world of 21st century business.Understand why the Prometheus Process is vital in today's world of crisis.

General H. Norman Schwarzkopf gave a ringing endorsement to John Warden’s new book, Winning in FastTime, with co-author Leland Russell.David Halberstam’s new book, War in a Time of Peace, suggested Col. Warden should have been on the cover of Time following the Gulf War

The system - Prometheus - is a mindset and a method for rapid, decisive strategic action.Its essence is simple: think strategically, focus sharply and move quickly.Leaders and managers of big-cap, mid-cap and startup companies, in high-tech finance, health care, and many other industries, have successfully applied Prometheus to meet the same kinds of challenges that you face.

Now, through clear, step-by-step directions and dramatic, behind-the-scenes stories, Winning in FastTime will explain Prometheus to you.Whether you are a CEO, a manager, a project leader, of simply a dedicated employee, this book will help you:

*Transform your organization into a nimble, market-leading winner;
*Design a Grand Strategy that everyone from the boardroom to the front line can share;
*Shape tomorrow...before it shapes you.

Winning in FastTime has a powerful message.You can control your destiny...if you are willing to shed yesterday's thinking about business strategy and organization...move fast and decisively...and make the future what you want it to be.Welcome to the world of Prometheus. ... Read more

Reviews (2)

Great practical advice from America's top strategic thinker
John Warden was the architect for the most successful campaign in the 90 year history of air combat. He has brought his insights to the corporate world. A truly original thinker, Warden not only thinks outside the box but helps others do so. Highly recommended for leaders at all levels and for courses at business schools and corporate universities.

If Sun Tzu had been an entrepreneur:
If Sun Tzu had been an entrepreneur this book would have been written centuries ago.

Using a concise war-winning paradigm, Warden and Russell have successfully captured the essence of designing a business strategy that will work every time. There are three things that make this book a proverbial "must read."

- It cuts to the chase by explaining what a business strategy needs to provide to everyone in the organization and does this in way that everyone from the mail clerk to the CEO can understand.
- It proves the KISS principle doesn't have to produce a "Business for Dummies" approach.
- You can start reading the book on Monday, finish it on Tuesday, begin to institute change on Wednesday, and by Friday be making a difference.

Frankly, I think it's the best book I've read since "Thriving on Chaos" by, Tom Peters. ... Read more

Book Description

Managers today are understandably skeptical of the promises of new technologies. During the 1990s, vendors of both enterprise applications and Internet platforms promised enormous benefits. Companies invested large sums, but the benefits either failed to materialize, or came at a high price. Managers sacrificed flexibility and struggled to collaborate with business partners—a crippling disadvantage in today’s marketplace.

Now, leading business strategist John Hagel III has a refreshing message for managers burned by over-hyped technologies, yet pressured to find innovative ways to deliver more value with fewer resources. He focuses on a new generation of technology—known as Web services. This technology connects existing IT platforms in more automated and flexible ways, leading to much lower operating costs.

The premise is practical and devoid of "change the world" promises. That very pragmatism, says Hagel, will drive enterprises to adopt it. In this book, he provides a clear view of the business implications of Web services: its distinct capabilities, its power to deliver near-term profits, and its potential to drive long-term growth.

Drawing from the experiences of pioneering adopters, Hagel shows how Web services will enable companies of all sizes to:

- Realize bottom-line savings quickly with modest investment

- Leverage investments in existing applications and create more flexibility

- Target specific areas for near-term cost reduction

- Establish—or leave—business relationships fluidly and inexpensively

- Create leveraged growth platforms for long-term competitiveness

A landmark book for CEOs, strategists, and IT managers, Out of the Box addresses near-term cost concerns and requirements for future success. As it discusses Web services, it provides deep insights into business strategy. At its core, this book tackles the most fundamental business issue facing managers today: how to continue to create value as competition intensifies. It also outlines innovative approaches to business process management and organization. ... Read more

Reviews (14)

A different way of thinking about web services
If you're like me and spend a lot of time with techies and read lots of tech journals, you're well familar with the "nuts and bolts" of how web services work. "Out Of The Box", however, takes a decidedly different approach, exploring not only what web services are, but also how they came to be, and where they're going.

John Hagel's observations are generally high-level and strategic, exploring the ways that web services can change how businesses operate and interact with one another. Hegel's thesis is that web services have the power to transform the fundamental ways in which business is conducted, removing many of the barriers and problems in information management, and allowing business relationships to form and dissolve more rapidly than ever before. As a result, wholly new business models can emerge that allow businesses to respond to changes in customer preferences, compensate for new economic or political realities, and make continuous improvements in quality and value.

A highly readable work, just about the book's only weakness is that it is indeed based largely on conjecture, and the premise that today's web service protocols will form the foundation of long-term IT development. Anyone even remotely familiar with IT knows that change can be sudden and dramatic. However, Hagel presents a lot of sound and creative thinking that is especially helpful for an emerging technology such as web services.

"Out Of The Box" should be essential reading for any manager or executive whose job involves implementation of web services at any level. By contrast, techies will find this book sorely lacking in specifics. But that's okay, as there are a host of other books by O'Reilly and other technical publishers that do an excellent job of "drilling down" into the details of the technology.

Web Services... more spin and hype
John's book is very well written, and the subject matter is timely. But the fact remains that the content is a 200k foot vision. Web services is the next BUZZ and the hype machine is being driven by consultants, software vendors and authors (constantly looking to create case for change).

I have been in front of 30 of the Fortune 100 CIOs, and heavily involved in high tech initiatives. Few production operations do anything beyond traditional EDI, and file transfer. The case studies within this book (ex Dell and Cisco) are very mis-leading. In both cases the suppliers, CMs and 3PLs are largely (90%) translating EDI to hub specific XML formats. Which leads me to believe that: a) the execs at Cisco and Dell don't know what is going on, b) case studies are part of the hype, c) not properly interpreted.

Integration and exposing web services is too expensive, which is why few companies have sucessful hubs or service based architectures. This book confuses business strategy and software "mechanics". I would make the case that there are very few truly "new" things in software.

The connected business models which have matured are prospering in EDI particularly within Aerospace and Automotive. What "new" business models are supported by WebServices? What is the case for change from EDI? What is the cost of implenting now? The opportunity cost for waiting until they are packaged in latest version of ERP? ... Many questions that need to be answered.

If you are looking for a good vision book, on what is possible, then this is a very good book. However, there needs to be some critical mass of success stories before mainstream business starts to act on these ideas. As well as an assessment of cost.

I do agree with John that Business Strategy must be the driver. My question is why are we confusing the software mechanics of interaction with the strategy?

Tom Industry Analyst

Great intro to web services for non-techie
This book did the best job of anything I've read in describing what web services is, the history behind it and what it means for businesses.

Good start but just the beginning
As Hagel has done in his other books, he successfully synthesizes a signficant emerging trend into some provocative concepts and models. The three phases of restructuring, reduced cost of interaction, notions of loosely coupled process networks, unbundling/rebundling, etc. are all provocative and applicable concepts. There is much that I liked alot in this book and many new and interesting examples bring his ideas to life. I have already handed out over 50 copies of this books to friends and associates.

As with Hagel's other books, however, some of the concepts are taken too far almost to the point of being contrived...or to an unpractical level of abstraction. I think he actually could have left the almost "technical" explaination of the Web services grid out entirely. Components of the Web-services architecture don't tie to the rest of the book. A non-technical exec could skip/skim that chapter entirely and not miss much and still gain lot's from the book. Bottom line: Web-services (2nd Generation Web apps) facilitates easy connections between systems and building and extended real-time enterprise(big deal) but is still very much a work in progress...with lot's of value to be achieved today while remainder of grid is maturing.

I think there will be many more books written on this topic. The next logical one would examine and model the economics of process networks and rebundling while providing examples of rebundling and likely incorporate offshore/low-cost sourcing...and illustrate the practical tradeoffs, returnes, risks, against the existing human capital.

Great start!

Exciting Concept Which Could Overpromise
Out of the Box provides a visionary approach to the promises of this new web programming and architecture called web services. In the second chapter he warns the ready about the writing becoming technical challenging but does a fair job of bringing the technology to the beginner's level. Perhaps more business books should help executives understand Internet technology so that the complexity could be appreciated in a realistic light. As with many books which try to predict future trends in Internet technology in business, Hagel works from a limited number of examples and tends to overuse some. The main weakness of the book is what many who purchase IT consulting services understand too well - early applications of new technology can easily be overpromised and deliver disappointing or more costly results. However, the book's strength is its forward-looking application of a technology that does indeed have great potential. ... Read more

Amazon.com

Making "good, fast, frequent decisions... better than those with whom you compete," say J. Edward Russo and Paul J.H. Schoemaker, is a critical skill in today's business climate. They additionally believe it's a skill that all of us can learn, much like a proper golf swing. In Winning Decisions, they lay out a four-step process that constitutes "a broad, conceptual framework" applicable in virtually any situation where a decision is needed. Russo and Schoemaker, consultants and professors who collaborated on an earlier book about the roadblocks to proper decision making, turn their attention here to making decisions "with the head, not the gut." Their program is divided into four phases fully explained in their own sections: Framing, Gathering Intelligence, Coming to Conclusions, and Learning from Experience. In total, they reveal a disciplined system that will benefit anyone looking to make better decisions in just about any situation. --Howard Rothman ... Read more

Reviews (2)

Decisions are tough
I was considering to buy this book, but I had a hard time making up my mind...

Well, so what are you going to do?
A relative glut of periodicals and books exist on decisionmaking, whether personally or professionally. Many have solid foundations, many are commercialized tripe. In MAKING DECISIONS, authors Russo and Shoemaker hit on a timely subject for professional managers or entrepreneurs. The economy has plummeted and the stock market has deflated propelling each individual responsble for their company's path to success into crucial, perhaps vital decisions on a daily basis. And the rapid rate of change is forcing all executives and managers to make decisions faster.

Given the current environment, it is well worth the time to revisit an executive/manager's most basic of tasks: making a decision...a subject devoid of attention except in academic journals or business books. In a straightforward, well-presented fashion, the authors break down the decisionmaking process into four steps:

1. Framing or deciding what you are going to decide-and not decide;
2. Gathering intelligence-real intelligence, and not just information that will support your internal biases;
3. Coming to conclusions-determining how your company acts on the intelligence it gathers, and;
4. Learning from experience.

The authors guide the reader through each of the steps providing insight into the process, highlighting key concepts, and providing case studies and worksheets so the reader can begin to track their own issues at hand. Russo and Shoemaker have presented this material in such a way as to demystify the "process" of decisionmaking. The "process" gets so much attention as being clandestine, complex and erudite. However, by providing a detailed framework reflecting a relatively mechanical and logical process to making a decision, the authors have uncorked the mystery. When confronted with the need to assess a situation, gather information and reach a decision, most managers depend on a hit-or-miss approach. This approach is different from executive-to-executive and is measured relative to the frequency and experience an executive may have "putting out the proverbial fire." While there's nothing inherently wrong or incorrect about this type of venerable process, this process typically results in a lower-end spectrum result when nothing but mid-high to high results will suffice as a necessary competitive edge.

The alternative approach presented by the authors allows executives/managers to reframe issues by asking such questions as "What is the crux of the issue that I am facing?" so that they don't end up solving the wrong problem (i.e. analogous to "looking from the outside in"). It also allows them to increase their options by doing such things as "not necessarily taking yes for an answer," when it comes to initial research findings. In fact, these alternatives may result in something quite creative and innovative, a veritable whack on the side of the head.

As they should, the authors stress to the reader that improving one's decisionmaking skills is not an ironclad guarantee to success. Execution of a solid operating (business) plan and being in the right place at the right time (luck) are factors tantanmount to any successful venture. However, it is rational and logical that if one makes better decisions, one's odds of success are bound to increase. And, as one gains experience in making decisions and acting upon the achieved results, desired or not, success rates grow exponentially.

A solid read. ... Read more

Reviews (16)

Cult Propaganda
A Business book on by a second rate Sci-Fi author? Put on your tin hat and read how galactic ruler Xenu is the cause of all your problems in life *ROTFL*. People really buy into this garbage?

This wacko cult has been clearly debunked by the work of http://www.xenu.net/ an numerous other researchers.

Save your cash. You want Sci-Fi? Go read Ray Bradbury or Isaac Asimov.

Think about it.l-ron-nutbag died in1986
The cultists still think he's writing NEW books?

Sensible management techniques
My husband uses the management techniques in his business. They make a lot of sense and help him to put order into his daily work.

With lots of illustrations, the ideas presented in the book are easy to understand.

Highly workable system of business management
The information in this book is incrediable. It is very clearly written, and introduces you to a system of management that anyone can understand and apply. I have been able to take a one-person home-based business to a very successful 20-person business. The principles in this book enabled me to effectively organize my business so that I can get the maximum amount of production out of the minimum amount of resources. There are a lot of books and tapes avaialble on business know-how and management skills. A lot of it is interesting and it is easy to get lost in. What I liked about this book is that it introduces you to a system of administration and management that is nothing if not simple, immediately applicable, and soundly based on logic, common sense and evidently natural law. I highly recommend it to anyone.

Great Organizational Wisdom
I found this book to be a true gem of organizational wisdom.The book is filled with very clear illustrations that makes it an immediate useful tool for both business owner and employee.The basics of organization deliveredin this book can be directly applied to any business or activity one istrying to organize.There is excellent tools on finance and solvency aswell that makes this a well rounded text for any business owner.To anyoneinterested in starting a new activity or enhancing an existing one, or justgetting a better understanding of how to organize and efficiently run agroup, this is the book for you.You will learn to use and understand suchincredible tools at 'The Scale of Administration', 'Management byStatistics' and contoling 'Developed Traffic'.'Speaking from Experience'is a treasure chest of new perspectives on management for anyone to use.Adefinite key reference text for anyone's library that wants to succeed.Ihighly recommend it.

Great for use with employees
This book presents its material in such a straight-forward, usable manner that I decided to have all my employees read it.Because the book itself is like attending a seminar, everyone got to see how the ideas in it couldbe applied to their particular job. The result was a really improvedattitude toward their jobs and toward my business, for which I am verygrateful.Now we are all using these "Hubbard" principles togrow the business.The ideas in this book can be applied by anyone fromthe janitor to the CEO! ... Read more

Book Description

One of the most fundamental questions we ask ourselves is "Why am I here?" In our efforts to answer this question, many of us become motivated to seek another path, one that will lead to greater personal and spiritual fulfillment. The same is true of our professional lives. This book helps you find a level of success in your career by guiding you through the process of self-discovery. The knowledge you gain will help you clarify your values, recognize your talents and skills, and overcome the intuitive blocks you may have. Filled with many thought-provoking exercises and friendly advice, this book will show you how you can find your purpose and change your life.

Learning Objectives:To help you discover your life purpose.To describe barriers that can get in the way of defining your life purpose.To present tools for overcoming these barriers to help you live a more fulfilling life. ... Read more

Book Description

"Business is a game--the greatest game in the world if you know how to play it," said IBM's founder Thomas J. Watson. He would probably agree that business negotiations are essentially the game of predicting what the other person will do. Faced with employees, subcontractors, salespeople and others, managers are continually called upon to make strategic decisions based on how someone else will act and react.How do the successful ones do it? Is it savvy? Guesswork? Even the most canny negotiators would be hard pressed to describe their own methods, which they generally develop intuitively over long and costly experience. But a key to becoming a top negotiator is now available to managers at all levels, in Games, Strategies, and Managers--the revealing new book that injects some science into the art of business decisionmaking.

Adapted from the hottest new area of economic theory and based on the latest breakthroughs, Games, Strategies, and Managers goes far beyond the advice commonly offered to negotiators--the old saws, the tales about what worked once in Cleveland--to provide powerful insight into what's really going on beneath every negotiation. Using seven key questions as a starting point, it helps the executive strip away the distracting details of a situation.It doesn't matter if the issue is commissions, piece rates, royalties, managerial incentives, or cost-overrun provisions--the game is the same. The negotiator who recognizes these underlying rules and exploits them to best advantage will gain the upper hand, in formal negotiations as well as in dozens of everyday business situations. Of course, any game involves risk. Managers often have to make a decision without full knowledge of the consequences, and others' actions are not entirely predictable. Game theory explores how to take creative risks to get the strategic edge. Invaluable practical illustrations that show game theory in action include the setting of executives' incentives, the organizing of a network of subcontractors, and a behind-the-scenes look at how international trade negotiations really work.

For the sales manager devising a commission-payment scheme to motivate salespeople, the procurement manager trying to get a subcontractor to limit production costs, the compensation committee designing a managerial incentive scheme, and beginning or experienced executives in all industries, Games, Strategies, and Managers shows how to excel at "the greatest game in the world." Even more than a powerful tool of business strategy, game theory is a valuable habit of mind--a way for executives to sharpen their thinking in business and in life. While experience may help you see the trees, game theory shows you the whole forest. ... Read more

Book Description

"I recommend this book highly, it is beautifully done..." -- Robert Aumann, Hebrew University

A Course in Game Theory presents the main ideas of game theory at a level suitable for graduate students and advanced undergraduates, emphasizing the theory's foundations and interpretations of its basic concepts. The authors provide precise definitions and full proofs of results, sacrificing generalities and limiting the scope of the material in order to do so. The text is organized in four parts: strategic games, extensive games with perfect information, extensive games with imperfect information, and coalitional games. It includes over 100 exercises. More about this book ... Read more

Reviews (7)

Maybe for class but not for personal exploration...
I agree with a previous review that this book is not good for individuals. Solutions to the excersizes are only available to educators. If the book is assigned for a class and the teacher has access to the solutions and can coach the student through the excersizes this is probably a great book because of it's depth. It is probably also a good reference book for those already familar with the subject.
However if you are like me and were looking for a strong book that will help a motivated individual learn game theory this book is not for you. I have tried many of the excersizes and I am still not positive that I my answers are correct. The material in the book is very complex but accessible, that is not the problem. The problem is the lack of development because I can not go over my answers to the excersizes and see what I did right and what I did wrong...

An essential course in game theory.
This was one of the first books I read in Game Theory, and definitely the hardest. Those who want a gentle introduction to the concepts of modern game theory might do better with a simpler text such as Gibbons. That said, there is no substitute for quality. The depth of analysis is entirely necessary to get to the meat of the theory.
Osborne and Rubinstein write extremely well, softening the blows of some of the more complicated concepts. Their own substantial publication records in the Game Theory literature do much to recommend their version of analysis over others.

To much Math.
To much math and not easy to understand.

Worthless for autodidactics
The book provides numerous excercises but solutions are only
available to course instructors. I.e. the book is worthless for autodidactics.

Game Theory
mathematic treatment on the subject is reasonable to describe the complexity of the Game-Theorectic study in understandable manner for beginners and intermediaries. ... Read more

Book Description

THE HARVARD BUSINESS REVIEW PAPERBACK SERIES is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world.Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe.

This essential reference is for readers who need to stay up-to-date on the new rules and evolving ideas that are shaping today's corporate strategies.1. TOC: Creating Corporate Advantage by David J. Collis and Cynthia A. Montgomery 2. Competing on Resources: Strategy in the 1990s by David J. Collis and Cynthia A. Montgomery 3. Desperately Seeking Synergy by Michael Goold and Andrew Campbell 4. The End of Corporate Imperialism by C.K. Prahalad and Kenneth Lieberthal 5. Beyond Greening: Strategies for a Sustainable World by Stuart L. Hart 6. Why Focused Strategies May Be Wrong for Emerging Markets by Tarun Khanna and Krishna G. Palepu 7. Competing on Capabilities: The New Rules of Corporate Strategy by George Stalk, Philip Evans, and Lawrence E. Shulman 8. Corporate Strategy: The Quest for Parenting Advantage by Andrew Campbell, Michael Goold, and Marcus Alexander About the Contributors

Index ... Read more

Reviews (2)

Theories on Strategy backed by real life examples.
This is another excellent collection of essays from Harvard Business Review and the topic is Corporate Strategy. 8 essays in a little less than 250 pages address various corporate strategies that can be useful if you are in a similar situation.

These are very interesting theories and it is fascinating to read them with all the real life examples. If you don't enjoy pure strategy, some of the material may feel dull though. This book goes into the guts of what makes for good corporate strategy. It starts out with a chapter on Creating Corporate Advantage where you are exposed to examples of companies that leveraged their multibusiness capabilities extremely well to create a serious corporate advantage (the companies are Tyco International, Sharp, The Newell Company, and Saatchi and Saatchi).

The book then moves on to the strategy in the 1990s with a focus on competing on resources. Five tests are put forward that should help determine if a resource can qualify to be the basis for an effective strategy.

The rest of the book addresses topics such as Synergy, Strategies for a Sustainable World, Emerging Markets, Competing on Capabilities, Parenting Advantage (the kind of businesses a company should own), etc.

Overall, the book has some very serious discussions on Corporate Strategies. Some of these may not be as relevant to the particular situation you are in, but most would be if you work in a large organization. I picked up the book to see what I could learn on strategy for small businesses but this isn't the book for that. Though these lessons could be applied when the small business starts transforming into a large business. Bottom line - this book is an interesting read especially if you are in an MBA program or are part of the upper management of a large corporation. Enjoy!

First mover advantage on corporate strategy research?
Many scholors have been researching in corporate strategy so far.And now this theme seems to be coming back.Too much emphasis on competitive strategy and business strategy of business units are likely criticized indeed. Mulibusiness corporations really need the optimal fit between corporate strategy and business strategy.This book is the one of challenging and quick respoce to that trend. The faster The better..... I don't know.But difinitely it is worth while reading for practitioner and researchers in this field. Including A.D.Chandler's discussion, outstanding papers of harvard business review are contained. Probably you will find new standpoint of academic field. ... Read more

Amazon.com

Recall the old saying about all work and no play making Jack a dull boy? World-class companies today need play--serious play--if they want to make truly innovative products, argues Michael Schrage, an MIT Media Lab fellow and Fortune magazine columnist. In Serious Play he writes, "When talented innovators innovate, you don't listen to the specs they quote. You look at the models they've created." Whether it's a spreadsheet that tests a new financial model or a foam prototype of a calculator, what interests Schrage is not the model itself, but the behavior that play--be it modeling, prototyping, or simulation--inspires.

Schrage examines the approaches to successful prototyping at companies such as AT&T, Boeing, Microsoft, and DaimlerChrysler and describes the kind of culture that's needed for encouraging innovation. In the last chapter, he lays out the 10 rules of serious play, including: Be willing to fail early and often; know when the costs outweigh the benefits; know who wins and who loses from an innovation; build a prototype that engages customers, vendors, and colleagues; create markets around prototypes; and simulate the customer experience. Well-written and inspiring, Serious Play, is a first-rate user's guide for managers, project leaders, and other innovators. --Dan Ring ... Read more

Reviews (17)

Serious Play is Serious Fun
Prototypes, simulations, beta versions, these, according to author Michael Schrage, are the stuff of Serious Play.

Serious Play is a book that I found myself taking very seriously in deed. Its well-researched, highly readable pages gave me a framework for understanding so much of my own experiences, both in the development of games and the development of technography, that I found myself having genuinely serious fun reading and rereading this remarkably intelligent little book.

The subtitle, "how the world's best companies simulate to innovate," explains a great deal of the power of Schrage's vision. His is a deep, and firmly rooted understanding of the emergence of a key practice for doing business in the new economy. He draws his insights from Microsoft and Disney, Boeing and Shell, top design firms and winners of the America's Cup.

Designing games, I learned over and over again the value of a good prototype. No matter how clear my vision or how carefully sketched and documented the game might be, the only way I could successfully communicate the concept was by giving people something they could actually play with. At Ideal Toys, the toy and game designers worked next to the model making group. At Mattel Multimedia we had a whole division of people who spent their days creating storyboards or prototyping our ideas in Director. The more detailed and functional the prototype, the more successfully I was able to engage my programmers, my designers, my marketers, my bosses, my salespeople, and my audiences in the design and development of a truly innovative game.

"Prototypes," explains Schrage, "should turn customers, clients, colleagues and vendors into collaborators...That's why such invitations should emphasize play...errors can be captured before they become obstacles, serendipity becomes a colleague. The more flexible and dynamic the prototype, the more flexible and dynamic the play -- and the greater the opportunities for profitable innovation."

The efficacy of the outliner as a tool for supporting collaborative work can be explained by thinking of the dynamic outline itself as a prototyping tool. Every technography-enabled consultation has at its heart the goal of helping people play with their ideas.

Schrage quotes British management professor David Lane: "Rather than attempting to take the position 'I am an expert in techniques that will teach you about your business,' the consultant should offer a process in which the ideas of the team are brought out and examined in a clear and logical way."

Technography works because it gives people the chance to see their words on screen, and then to play with their ideas, to organize and reorganize, iterate and reiterate, until they are able to synthesize individual views into a coherent, well-structured vision.

When I first met Michael Schrage and demonstrated technography to him, he was so moved by the power of what he experienced that he wound up writing Shared Minds. Today, reading Serious Play, I find my own ideas "brought out and examined in a clear and logical way," and myself moved to a new and clearer perspective on my work. As Tom Peters says of Serious Play, it is "simply the best book on innovation I've ever read."

Questions, questions (and not so many answers)
I'm not sure of Michael Schrage's actual background in this field, but from the book, I got the impression that he's more of an academic/writer than someone actually deeply immersered in this process of "serious play" (prototyping or modeling).

He certainly provides some useful tips and advice about the modeling or prototying process yet, for me, I found the book coming up short.

One device the writer uses is to consistently ask the reader questions about the modeling/prototyping process, i.e."Is it better for a company to do more [modeling] iterations to perfect the product, or to use less and send the product quickly to market with less iterations, but beating the competition?" While this is an effective device in getting the reader to realize that these are very real questions any company will face in using extensive prototyping, unfortunately, Mr. Schrage doesn't really provide much guidance or assistance in how companies have arrived at conclusions regarding these issues.

I'd like to ask Mr. Schrage, "How have these companies resolved these issues?, What kind of metrics do they use to decide those types of questions relating to decisions surrounding the prototyping process?" Maddeningly, these issues are never substantively dealt with.

As Mr. Schrage informs the reader on page 201 (near the end of the book, but the start of a brief 13 page "User's Guide") ... "A time-pressed innovator hungry to benefit from serious play might prefer a book entitled 'The Seven Habits of Highly Effective Innovators' or 'The One-Minute Modeler'. This is not that book."

I agree with that statement.

Three years on, still a great book
Here's the best review I can give Michael Schrage's "Serious Play": Three years on, it's consistently the first book I pull out of my bookshelf when I'm looking for ideas for presentations, thoughts on introducing new products or services, etc. His commentary on "mean-time-to-payback" is something that will stick with you for years. It's brilliant stuff, written in clear, concise terms. And, surprisingly, very little of it is dated. Unlike many books from that era, there's no .com or Enron fixation for the author to be embarrassed about. Schrage's examples are pulled from health care technology, animation, theater...in short, an eye-opening spectrum of ideas. I consider "Serious Play" one of my best purchases ever.

Preaching to the choir
This is a good book for someone to read if they are skeptical of the benefits of prototypes. However, since I already know the value of interactive prototypes I became quickly tired with the book.

Other critiques: it felt like the author had a bunch of cool little examples lying around and finally got the idea to put it together, surrounded by some fluffy text to make it thick enough to sell as a book, and put it on the market. Lots of space is taken up by these excerpts, as well as big text in the margins summing up "important points," which I would usually find useful but instead gave the impression of just taking up space.

Also, the author makes repeated use of similes to the point that it got annoying; "Just like a is to b, c is to d."

At one point, the author brings up the difference between a "simulation" and a "prototype," and just when you think the core of the matter is going to be distinguished the author backs out, leaving you wondering why they brought it up in the first place if they weren't going to take a stab at defining and differentiating them.

Sorry, but given the hype I was sorely disappointed. Read the first chapter or so in a bookstore before actually buying this.

Enlightening
This book gave me a very good and new insight of how to manage prototyping. It is enlightening for not only it explains and lists the topics that are important. It also gives us lots of practical examples of implementations. ... Read more

Book Description

For the 30 million business partners and co-owners, the essential guide for building, launching, and sustaining successful ventures.

In The Partnership Charter, psychologist and business mediation expert David Gage offers a comprehensive guide to the art of establishing and maintaining a business partnership. The centerpiece of his approach is the Partnership Charter, a document that clearly outlines the goals, expectations, responsibilities, and relationships of the principals. The charter identifies potential sources of conflict and how they will be resolved, while addressing such sensitive issues as personal styles, values, money, and power. Illustrating every principle through engaging stories drawn from Gage's front-line experience consulting to business partners, as well as interviews with the founding partners of such successful businesses as Progressive Insurance Company and Manpower, Inc., The Partnership Charter dispels common myths and presents a practical framework for launching, building, and sustaining a thriving business partnership. ... Read more

Book Description

Best-selling text in the market. Introduction to Management Science, 9e blends problem formulation, managerial interpretation, and math techniques with an emphasis on problem solving. The problem-scenario approach introduces quantitative procedures through situations that include both problem formulation and technique application

Extensive linear programming coverage includes problem formulation, computer solution, and practical application. Text covers transportation, assignment, and the integer programming extension of linear programming, as well as advanced topics like waiting line models, simulation, and decision analysis. Large selection of problems includes self-test problems with complete solutions and 20 case problems. Excel spreadsheet appendices are included in this edition. ... Read more

Reviews (5)

A mis estudiantes les gusta!
He usado el libro en cursos de maestria en administracion.Mis estudiantes lo recomiendan por ser muy didactico, sin sacrificar profundidad en la presentacion de los temas.

Great Study Guide!
This goes great with the hardcover textbook.It is full of problems and solutions to practice with.

MIS Student
I am a student at Florida State University,My major is Management Information Systems.This book covers many approaches to solving business problems.This book is easy to read and understand.It gives many realworld examples and solutions using MS Excel.

Excellent text and guide to computer solutions.
I used Anderson and Sweeney's text in an MBA quatitative analysis course at the University of Arkansas. Anderson and Sweeney also provide a study guide and solutions manual which are very helpful. A computer programcalled the Management Scientist is available which allows you to solvelinear programming as well as other operational research problems. Manyproblems are solved using Lotus 1-2-3 and Microsoft's Excel Solver arepresented. Overall, it is a excellent learning tool.

Great toolbox of management tools
Great collection of quantitative management tools ...