I have a mixed feeling about this book.
I certainly love the concept presented - structured decision making process, criteria of decision quality, etc. To my mind the book describes an approach very much needed by most of executives and the rest of us, who are not "born" decision makers with very lucky gut-feeling. The approch to decision quality is very simple and gives you very handy tool. Just remember its six chain links (framing, alternatives, data, values, reasoning and commitment) and you will get a significant improvement in either your life or in your business.
The book also covers decision making biases, with focus on what its authors call "megabiases". This is actually my favorite part since I see them around me every day in any decision. Acually even in those of mine. They are really worth to mention here:
- Narrow framing meaning basically plunging in into solving a problem without thinking enough about it,
- Illusion of decision quality, as authors say, leaving abut 50% of the value on a table,
- Agreement trap,confusing agreement with good decision, even on "utter nonsense"
- Comfort zone bias, meaning solving the problem we got used to solve but not the one needed to be solved,
- and my favorite "Advocacy / approval myth" meaning that approved decion is not always a high quality decision.
There are some other important things in the book. In general the DQ framework gives me the feeling of completness. The principles described are the full practical body of knowledge in the area of decision quality.
So why mixed feelings? Because the book does not (an actually cannot) describe all the tools and approaches needed to apply the framework in business environment. Examples are very simplistic and not sufficient, although nicely written. That's about analytical complexity not covered by the book. Organizational complexity is not coevered at all. You cannot just use it as a complete quide for complicated business decisions involving many parties. So here consultants step in and get a job. Although it's not bad but if you involve consults do not forget to takethe most out of them and give it to your people.
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From the Publisher
Q&A with the Authors of Decision Quality: Value Creation from Better Business Decisions
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Carl SpetzlerCarl Spetzler is the cofounder, chairman, and CEO of Strategic Decisions Group (SDG), a leading strategy consulting firm renowned for its expertise in strategic decision-making for greater value creation. |
Hannah WinterHannah Winter is a partner, strategy consultant, and educator with SDG, where she leads the firm's 10-year education partnership with Stanford in strategic decision making. |
Jennifer MeyerJennifer Meyer leads client engagements at SDG, resulting in hundreds of millions of dollars in added value through better strategic decisions. |
What is the concept of decision quality?
Carl: Decision quality (DQ) is a framework that includes principles, processes, and tools to improve your chances of getting more from every choice. It is a reliable, repeatable way to get beyond 'good enough' to achieve excellence in many different types of decisions.
What does decision quality look like in practice?
Hannah: Decision making is a skill that anyone – no matter how experienced – can improve. This book will help individuals apply DQ tools and concepts to navigate complexity, overcome decision-making biases, and elevate the quality of every decision. As a result, organizations can dramatically improve their 'big bet, high risk' dilemmas. And communities and families benefit as well.
Jennifer: We will show you the six requirements for a quality decision. You’ll learn new ways to improve the frame for a problem or opportunity. We will also show you how to create a broader set of attractive alternatives, identify critical uncertainties, clarify the values that are important in the decision, apply the right analytical tools to measure differences, and develop buy-in among your stakeholders.
Who will find this book most useful and what will they learn?
Carl: This book is for everyone who has (or aspires to have) significant decision responsibility – business owners, executives, managers, and employees in every industry and in organizations of all sizes. It is written for anyone who wants to learn how to make better choices – not just at work, but in their communities and within their families – every time.
Jennifer: As you put DQ into practice, you will make better choices again and again – and with greater confidence. You’ll expand your understanding of the interlocking requirements for a good decision, and you’ll learn how to get there. As you practice DQ, you will become a clearer thinker, a more effective leader and contributor in your organization, and a better decision maker in all the arenas of your life.
How is your book different from others on decision making?
Hannah: Recent books by behavioral decision scientists highlight the traps that people naturally fall into when they make choices. Those books offer ideas on how to avoid specific problems. That’s definitely helpful, but it’s not enough. To get to quality, decision makers must know how to build and recognize a good decision. This book makes that practical.
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Top reviews from other countries
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Great book, outlines the principals of the decision quality ...
Reviewed in the United Kingdom 🇬🇧 on September 14, 2017John Steele
Compelling book on an important subject.
Reviewed in Canada 🇨🇦 on September 1, 2020
