Little Book of Big Decision Models, The

<ul> <li><strong>Chapter 1 - The principles of decision making </strong></li> <li>Introduction </li> <li>Model 1: Townsend’s rules of decision making </li> <li>Model 2: The McNamara fallacy - The vital information that decision makers ignore </li> <li>Model 3: Using quantitative (hard) and qualitative (soft) data in decision making </li> <li>Model 4: Kreiner and Christensen the consequence model </li> <li>Model 5: Tenenbaum and Schmid’s decision making spectrum </li> <li>Model 6: Roger and Blenko’s rapid decision making model </li> <li>Model 7: Cognitive mapping - understanding how your colleagues think </li> <li>Model 8: Tacit knowledge and decision making </li> <li>Model 9: The standard decision making model </li> <li>Conclusion </li> <li><strong>Chapter 2 - Using data in decision making</strong> </li> <li>Introduction </li> <li>Model 10: The Pareto principle and the important vital few </li> <li>Model 11: Lewin’s force field analysis of the support and opposition to a decision </li> <li>Model 12: Scenario analysis and charting possible futures </li> <li>Model 13: Delphic forecasting and how to firm up predictions </li> <li>Model 14: Johnson, Scholes and Wittingham mapping stakeholder’s reactions </li> <li>Model 15: Egan’s shadow side model - dealing with the politics of decisions </li> <li>Model 16: The SCAMPER model and finding creative solutions </li> <li>Model 17: De Bono’s six thinking hats - generating different perspectives </li> <li>Conclusions </li> <li><strong>Chapter 3 - Enhancing your decision making skills</strong> </li> <li>Intrduction </li> <li>Model 18: The Eisenhower principle and the delegation of decisions </li> <li>Model 19: The feedback and criticism grid </li> <li>Model 20: Learning to think outside the box </li> <li>Model 21: Goleman: Using emotional intelligence to make better decisions </li> <li>Model 22: Sumantra and Bruch reclaiming your job </li> <li>Conclusion </li> <li><strong>Chapter 4 - Decisions models about you</strong> </li> <li>Introduction </li> <li>Model 23: Christensen’s strategy for a happy life </li> <li>Model 24: The making – of you model and how your past influences the present </li> <li>Model 25: The rubber band model - what holds you back and pulls you forward? </li> <li>Model 26: The crossroads model and which road to follow next </li> <li>Model 27: The personal performance model and job satisfaction </li> <li>Model 28: Csikzenmihalyi’s flow model and the joy of working in ‘the zone’ </li> <li>Model 29: Maslow’s Pyramids - what you want and what you need </li> <li>Model 30: The Euffe Elbaek model - a guide to your personality </li> <li>Model 31: Johari windows - a guide to your personality </li> <li>Model 32: The personal potential trap and how to avoid becoming a prisoner of other peoples’ expectations </li> <li>Model 33: Your attitude to risk </li> <li>Conclusion </li> <li><strong>Chapter 5 - Decision Models about other people</strong> </li> <li>Introduction </li> <li>Model 34: Goffee and Jones - why should anyone be led by you? </li> <li>Model 35: Hersey and Blanchard’s situational leadership model </li> <li>Model 36: Manzoni and Barsoux - how managers set staff up to fail </li> <li>Model 37: Denseraeu, Graen and Haga - how managers set staff up to succeed </li> <li>Model 38: Herzberg’s motivation and hygiene theory - choosing the right carrots </li> <li>Model 39: The feedback sandwich - delivering negative feedback </li> <li>Model 40: McGregor’s features of effective and ineffective teams </li> <li>Model 41: The team model - building a well balanced team </li> <li>Conclusion </li> <li><strong>Cha</strong></li> </ul>