Decision Traps: The Ten Barriers to Decision-Making and How to Overcome Them Paperback – October 15, 1990
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- Publisher : Fireside; Reprint edition (October 15, 1990)
- Language : English
- Paperback : 304 pages
- ISBN-10 : 0671726099
- ISBN-13 : 978-0671726096
- Item Weight : 9.6 ounces
- Dimensions : 5.75 x 0.75 x 8.5 inches
- Best Sellers Rank: #498,941 in Books (See Top 100 in Books)
- Customer Reviews:
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The book is getting quite dated - being near 20 years old at this point - but the material in it is still relevant as it is based on human cognition, and that is reasonably slow to change. It is a worthwhile read.
Another great idea from this book is that you shouldn't tell your opinion to your team because it could distort their opinion, ask them a question and then let them come up with ideas before you share what you think.
Sometimes there is a failure to draw a boundary line. There is the sunken cost fallacy, basing current and future changes in operation on past expenditures for equipment. One is influenced by reference points in the the problem frame. Some decisions make sense through several different frames. In such a case there can be certainty that the decision is a good one.
Good communicators align their communications with the listeners' frames. Virtually all people put too much trust in their own opinions. Most people favor data supporting current belief. Wrongly we associate confidence with competence. One should be a realist when making a decision and an optimist when implementing it. Rules of thumb and other decisionmaking shortcuts are called heuristics. The disadvantages of intuitive decisionmaking are more profound than people realize.
Members of groups may agree prematurely on wrong decisions. Groups may suffer from too much cohesiveness, harmony, pressure, insulation, and strong leadership. In group think people practice self-censorship, pressure others, give in to an illusion of invulnerability and erroneous stereotyping. Groups composed of people of mixed types of personality are useful--receptive versus focused and thinking versus feeling types.
The book is written in veritable outline form, presumably to get the attention of busy managers. It has a extensive notes supplementing the text giving a student of business and other fields an opportunity to pursue related lines of inquiry.