Showing results by publisher "--Tyson Hanks" in Decision-Making & Problem Solving

What does our desire for certainty and control have to do with our decision-making? According to behavioral economics pioneer Peter Atwater, the answer is simple: everything. In The Confidence Map, Atwater explores the hidden role of confidence in the choices we make, and why events described as being unprecedented are often entirely predictable—if we know what to look for. Using compelling stories from the past and present, Atwater shows listeners how to apply the same tools he teaches to help them make sense of complex situations and optimize strategy.

We spend the majority of our lives making decisions, both big and small. Yet, even though our success is largely determined by the choices that we make, very few of us are equipped with useful decision-making skills. Because of this, we often approach our choices tentatively, or even fearfully, and avoid giving them the time and thought required to put our best foot forward.

The modern practice intended to motivate individuals has ensured that humans no longer think for themselves. Using rewards, punishment, and feedback undermines not just our personal growth, but the very fabric of life and living systems. Award-winning author and business disruptor Carol Sanford proposes a smarter, faster, and deeper key to unlock a future of profound creativity and success. This guide allows you to challenge prevailing theories, promote a holistic understanding of education and change, and redefine the way we approach our work and the results we seek.

In The High-Velocity Edge, the reissued edition of five-time Shingo Prize winner Steven J. Spear's critically acclaimed book Chasing the Rabbit, Spear describes what sets market-dominating companies apart and provides a detailed framework you can leverage to surge to the lead in your own industry. Spear examines the internal operations of dominant organizations across a wide spectrum of industries, from technology to design and from manufacturing to health care.

Imagine a corporate world where people and planet are at the heart of leadership decisions and businesses can still find long-term profitability and improved shareholder returns. In ‘Kind Business’ Dr David Cooke shows us that world.

Learn to trust your intuition and uncover insights that could lead to the next big thing. What do the Dyson vacuum cleaner, the GoPro camera, Starbucks, Instagram, Facebook, and Lululemon yoga pants have in common? Every one of them was the result not of data-driven analytics or corporate brainstorming sessions but a hunch - the intuitive understanding of a deep unmet need, informed by insight and foresight. Anxiety over being more innovative leads entrepreneurs to create solutions in search of problems.

In How Children Succeed, Paul Tough introduced us to research showing that personal qualities like perseverance, self-control, and conscientiousness play a critical role in children's success. Now, in Helping Children Succeed, Tough takes on a new set of pressing questions: What does growing up in poverty do to children's mental and physical development? How does adversity at home affect their success in the classroom, from preschool to high school?

Bina Venkataraman sees the way forward. A journalist and former adviser in the Obama White House, she helped communities and businesses prepare for climate change, and she learned firsthand why people don’t think ahead - and what can be done to change that. In The Optimist’s Telescope, she draws from stories she has reported around the world and new research in biology, psychology, and economics to explain how we can make decisions that benefit us over time.

You might've talked about innovation with your IT department or software development agency lately and the words "design thinking" were surely mentioned. So what is it? Just another piece of business jargon to add to your arsenal or a useful tool? Or maybe even an overestimated hype? Nowadays every organization or business runs into a myriad of problems as business models become increasingly more complex. Globalization and advances in communication and technology, all add up to creating unique opportunities but also new challenges that are not easy to solve applying the old tested methods.

When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In Blind Spots, leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to.

It used to be that to diagnose an illness, interpret legal documents, analyze foreign policy, or write a newspaper article you needed a human being with specific skills - and maybe an advanced degree or two. These days, high-level tasks are increasingly being handled by algorithms that can do precise work not only with speed but also with nuance. These "bots" started with human programming and logic, but now their reach extends beyond what their creators ever expected.

The most powerful weapon in business today is the alliance between the mathematical smarts of machines and the imaginative human intellect of great leaders. Together they make the mathematical corporation, the business model of the future. While smart machines are weapon number one for organizations, leaders are still the drivers of breakthroughs. Only they can ask crucial questions to capitalize on business opportunities newly discovered in oceans of data. This dynamic combination will make possible the fulfillment of missions that once seemed out of reach, even impossible to attain.

Belonging brings out the best in everyone. Whether you’re a parent, teacher, community organizer, or leader of any sort, your group is unlikely to thrive if the individuals don’t feel welcomed, included, and valued for who they are. The good news is that you can use design to create feelings of inclusion in your organization: rituals that bring people together, spaces that promote calm, roles that create a sense of responsibility, systems that make people feel respected, and more.

Decades of research demonstrates that we often have an over-inflated sense of self and are rarely as good as we believe. Perfectly Confident is the first book to bring together the best psychological and economic studies to explain exactly what confidence is, when it can be helpful, and when it can be destructive in our lives.

It's your responsibility as a manager to ensure that your work—and the work of your team—aligns with the overarching objectives of your organization. But when you're faced with competing projects and limited time, it's difficult to keep strategy front of mind. How do you keep your eye on the long term amid a sea of short-term demands? The HBR Guide to Thinking Strategically provides practical advice and tips to help you see the big-picture perspective in every aspect of your daily work, from making decisions to setting team priorities to attacking your own to-do list.

Intuition is the great differentiator in business. Listening to, trusting, and acting on your intuitive intelligence separates you from the pack as most people are not listening to theirs. Intuition is the one intangible skill that enables teams to function at a higher level and add more dimension and power to their ability to solve problems and grow. Yet the question that each business leader and manager struggles to answer is how do you train and develop intuitive thinking in a team to achieve the greatest result?

For creators, getting that promotion to management is exciting but can also be scary. The skills that made them so successful may not translate to the skill required to be a great manager, and this gets even more complicated when managing other creatives who often don’t thrive under traditional management procedures. Creative Directions is a management masterclass in which you attend lectures and seminars as you learn from some of the best in the business.

If you read (or listen to) nothing else on decision making, listen to these ten articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you and your organization make better choices and avoid common traps.

Unprecedented access to infinite solutions has led us to realize that having all of the answers is not the answer. From innovation teams to creativity experts to crowdsourcing, we've turned from one source to another, spending endless cycles pursuing piecemeal solutions to each challenge we face. What if your organization had an effective systematic approach to deal with any problem?

As a manager, you are prepared to face any challenge when it comes to the work at hand, but you may not be ready to overcome a hostile work environment, a catastrophic disruption in workflow, or any other of a multitude to challenges that can arise, seemingly from nowhere.