Left Brain, Right Stuff: How Leaders Make Winning Decisions - Tapa blanda

Críticas

Phil Rosenzweig has a gift for puncturing conventional business nostrums with hard data and critical analysis. And for writing business books that you can actually read for pleasure. (John Kay, 'Financial Times' columnist and author of 'Obliquity')

This fine book argues that the accepted tenets of behavioural economics are inadequate when dealing with strategic decisions ...The gripping stories neatly reveal the true complexity that is not captured in laboratory experiments, and put a needed reality-check on the standard dogma of decision-making. Essential reading. (David Spiegelhalter)

Left Brain, Right Stuff will help (force) you to rethink what you thought you knew about behaviour and decision-making. It will show you how to avoid the traps that have been set by some very popular (and dangerously erroneous) writings on the topic. This book will surprise you, it will challenge your (and your colleagues') thinking in a very productive way, and it will be fun to read. Read it twice: once for the enjoyment of it, and once for pragmatic applications. It is certain to provoke the right kinds of discussions within your management team, and to raise your organization's hit rate for effective decision-making. (Adrian Slywotzky, author of 'The Profit Zone')

With compelling accounts and research results, Phil Rosenzweig take us through the world of big, strategic decisions. They are thorny, complex, and risky, and he shows that they require analytic thinking, intuitive judgment, and personal confidence without certitude. Left Brain, Right Stuff delivers an invaluable framework for making good and timely decisions by all who sit in a leadership chair. (Michael Useem, Director of the Wharton Leadership Center, University of Pennsylvania, and co-author of 'Boards That Lead')

Left Brain, Right Stuff intrigued me on a number of levels. By parsing strategic situations, Rosenzweig convinces that we control more than we think we do. Go one more step - by believing in ourselves, we increase the probability of a great outcome. Then add in what happens in 'winner takes all' environments and the need to assess relative performance (not objective performance), and my eyes were opened wide. (Joanna Barsh, Director Emeritus, McKinsey and Co,)

No one thinks as clearly - and writes as clearly - as Phil Rosenzweig does about the diagnostic challenges of assessing the quality of business judgment and about the prescriptive challenges of improving it. (Prof. Philip E. Tetlock, University of Pennsylvania, author of 'Expert Political Judgment')

Reseña del editor

Dozens of books have been published recently on the errors and biases that affect our judgments and choices. Drawing on cognitive science, their lessons are excellent for many kinds of decisions - consumer choice and financial investments, for example - but stop short of addressing many of the most important decisions we face in management, where we can actively influence outcomes and where competitive forces mean we have to outperform rivals.

As Phil Rosenzweig shows, drawing on examples from business, sports and politics, this sort of decision-making relies on mastering two very different abilities. First, the analytical problem-solving skills associated with the brain's left hemisphere; and second, what Tom Wolfe called 'the Right Stuff': the ability to take calculated risks. Bringing fresh and often surprising insights to topics including confidence and overconfidence, the uses and limits of decision models, leadership and authenticity, expert performance and deliberate practice, competitive bidding and new venture management, Left Brain, Right Stuff, the myth-busting follow-up to The Halo Effect, explains how to perform when making even the most difficult decisions.