In situations requiring careful judgment, we're all influenced by our own biases to some extent. But, with Max Bazerman's Judgment in Managerial Decision Making, Sixth Edition, you can learn how to overcome those biases to make better managerial decisions.
The text examines judgment in a variety of organizational contexts, and provides practical strategies for changing your decision-making processes and improving these processes so that they become part of your permanent behavior. Throughout, you'll findnumerous hands-on decision exercises and examples from the author's extensive executive training experience that will help you enhance the quality of your managerial judgment.
Past editions have been used in top universities, in business schools, and in public policy, psychology, and economics classes. In addition, the text has been widely recognized by practitioners in the world of behavioral finance.
Revised with two new chapters
This Sixth Edition now adds chapters on bounded ethicality (Chapter 8) and bounded awareness (Chapter 11). Both of these chapters are based on Bazerman's recent writing with Dolly Chugh and Mahzarin Banaji.
Max H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at the Harvard Business School. In addition, Max is also formally affiliated with the Kennedy School of Government, the Psychology Department, and the Program on Negotiation at Harvard. He is the author or co-author of over 150 research articles and chapters, and the author of numerous other books. Max was named one of the top 30 authors, speakers, and teachers of management by Executive Excellence in each of their two most recent rankings.
In situations requiring careful judgment, we’re all influenced by our own biases to some extent. But, with Max Bazerman’s Judgment in Managerial Decision Making, Sixth Edition, you can learn how to overcome those biases to make better managerial decisions.
The text examines judgment in a variety of organizational contexts, and provides practical strategies for changing your decision-making processes and improving these processes so that they become part of your permanent behavior. Throughout, you’ll findnumerous hands-on decision exercises and examples from the author's extensive executive training experience that will help you enhance the quality of your managerial judgment.
Past editions have been used in top universities, in business schools, and in public policy, psychology, and economics classes. In addition, the text has been widely recognized by practitioners in the world of behavioral finance.
Revised with two new chapters
This Sixth Edition now adds chapters on bounded ethicality (Chapter 8) and bounded awareness (Chapter 11). Both of these chapters are based on Bazerman’s recent writing with Dolly Chugh and Mahzarin Banaji.
Max H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at the Harvard Business School. In addition, Max is also formally affiliated with the Kennedy School of Government, the Psychology Department, and the Program on Negotiation at Harvard. He is the author or co-author of over 150 research articles and chapters, and the author of numerous other books. Max was named one of the top 30 authors, speakers, and teachers of management by Executive Excellence in each of their two most recent rankings.
About the Author
Max H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at the Harvard Business School. In addition, Max is also formally affiliated with the Kennedy School of Government, the Psychology Department, and the Program on Negotiation at Harvard. He is the author or co-author of over 150 research articles and chapters, and the author of numerous other books. Max was named one of the top 30 authors, speakers, and teachers of management by Executive Excellence in each of their two most recent rankings.
Max H. Bazerman Jesse Isidor Straus Professor of Business Administration www.people.hbs.edu/mbazerman
In addition to being the Straus Professor at the Harvard Business School, Max is formally affiliated with the Kennedy School of Government, the Psychology Department, and the Program on Negotiation.
Max's research focuses on decision making in negotiation, and improving decision making in organizations, nations, and society. He is the author, co-author, or co-editor of eighteen books (including Negotiation Genius [with Deepak Malhotra], Bantam Books, September 2007) and over 200 research articles and chapters. He is a member of the editorial boards of the American Behavioral Scientist, Journal of Management and Governance, Mind and Society, Negotiations and Conflict Management Research, and The Journal of Behavioral Finance. Also, he is a member of the international advisory board of the Negotiation Journal.
From 2002-2008, Max was consistently named one of the top 40 authors, speakers, and teachers of management by Executive Excellence. He was 'Teacher of the Year' by the Executive Masters Program of the Kellogg School. In 2003, Max received the Everett Mendelsohn Excellence in Mentoring Award from Harvard University's Graduate School of Arts and Sciences. In 2006, Max received an honorary doctorate from the University of London (London Business School), the Kulp-Wright Book Award from the American Risk and Insurance Association for Predictable Surprises (with Michael Watkins), and the Life Achievement Award from the Aspen Institute's Business and Society Program. In 2008, Max was named as Ethisphere's 100 Most Influential in Business Ethics, was named one of Daily Kos' Heroes from the Bush Era for going public about how the Bush Administration corrupted the RICO Tobacco trial, received the International Institute of Conflict Prevention and Resolution (CPR) Outstanding Book Award, and received the Distinguished Educator Award from the Academy of Management. His former doctoral students have accepted positions at leading business schools throughout the United States, including the Kellogg School at Northwestern, the Fuqua School at Duke, the Johnson School at Cornell, Carnegie-Mellon University, Stanford University, the University of Chicago, Notre Dame, Columbia, and the Harvard Business School.
His professional activities include projects with Abbott, Aetna, Alcar, Alcoa, Allstate, Ameritech, Amgen, Apax Partners, Asian Development Bank, AstraZeneca, AT&T, Aventis, BASF, Bayer, Becton Dickenson, Biogen, Boston Scientific, BP, Bristol-Myers Squibb, Business Week, Celtic Insurance, Chevron, Chicago Tribune, City of Chicago, Deloitte and Touche, Dial, Ernst and Young, First Chicago, Gemini Consulting, General Motors, Harris Bank, Home Depot, Hyatt Hotels, IBM, John Hancock, Johnson & Johnson, Kohler, KPMG, Lucent, The May Company, McKinsey, Medtronics, Merrill Lynch, Monitor, Motorola, National Association of Broadcasters, Nordstjernen, Pfizer, PriceWaterhouseCoopers, R. P. Scherer, Sara Lee, Siemens, Sprint, Sulzermedica, Synergen, The Nature Conservancy, Unicredito, Union Bank of Switzerland, Wilson Sporting Goods, Xerox, Young Presidents Organization, World Bank and Zurich Insurance.
Max's consulting, teaching, and lecturing includes work in Argentina, Australia, Austria, Barbados, Belgium, Brazil, Canada, Chile, Costa Rica, Ecuador, France, India, Ireland, Israel, Italy, Malaysia, the Netherlands, Peru, the Philippines, Puerto Rico, Singapore, South Africa, South Korea, Sweden, Switzerland, Thailand, and the UK.
This review is from: Judgment in Managerial Decision Making (Hardcover)
The book is acomprehensive and in depth look at Decision Making. A topic no person who is in charge of choices bigger than "what should I wear" should ignore. Bazerman walk you through Biases,Heuristics, Awareness and Ethics as well as touching on the relevant issues of Negotiations and some common investment mistakes.
Once the tools are at one's fingertips, the hues around you begin to change.
P.S Relying on this review may be flawed: there is an inherant bias: Out of all the people who read this book only those who recognized its use would bother writing a review. This then should not be taken as a REPRESENTATIVE of all reader's views.
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This review is from: Judgment in Managerial Decision Making (Hardcover)
Consider this scenario: Two groups are playing basketball. One group wears black, the other white. Researchers film each group separately passing a basketball back and forth, and superimpose the two films on a television monitor. They ask research participants to add up the number of passes the players make. Because the separate images of basketballs flying here and there overlap, the counters must pay close attention. Under such circumstances, how many of the observers would fail to see a man dressed as a gorilla stroll through the basketball court while dramatically thumping his chest? Believe it or not, eight out of ten. Scientists call this "inattentional blindness." Distinguished Harvard professor Max H. Bazerman refers to such tests as he explains the concept of "bounded awareness." When people fail to notice information, their lack of perception may preclude them from making sound decisions. Bazerman fills his book with learned insights, fascinating research and intriguing tests. He exposes the mental biases, skewed logic, false premises and misleading emotions that interfere with good decision making. getAbstract recommends this tantalizing book to those who want to understand the nuts-and-bolts of the thinking process, and to enhance their decision-making prowess.
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This review is from: Judgment in Managerial Decision Making (Hardcover)
Have you ever wondered why some people make such stupid mistakes? Well, we are all prone, hard-wired and influenced to make astounding errors in judgment. Bazerman takes you on a journey into all the reasons why, full substantiated by science. All of it is fascinating. And, hopefully, once you are aware of what is really going on in our own brains we can be aware enough to mitigate those dangerous tendencies and become very clear about what we do.
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First Sentence:
On October 16, 2001, energy-trading company Enron announced that it had lost $618 million in the third quarter of 2001 and overstated its earnings by $1.2 billion, or about 20 percent, over the previous three years. Read the first pageKey Phrases - Statistically Improbable Phrases (SIPs): (learn more)
bounded ethicality, bounded awareness, competitive escalation paradigm, percent red marbles, nonrational escalation, competitive irrationality, biases emanating, positive bargaining zone, transactional utility, mythical fixed pie, analogical training, affect heuristic, unshared information, inattentional blindness, behavioral decision research, quiz items, reservation points, transient concerns, ultimatum game, omission bias, representativeness heuristic, positive illusions, change blindness, preference reversals, implicit attitudes
Key Phrases - Capitalized Phrases (CAPs): (learn more)
United States, New York, Monty Hall, Big Four, Supreme Court, Devil's Advocate, The Case of El-Tek, Mean Monty, National Basketball Association, Soviet Union, Billy Beane
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