Decision Management: How to Assure Better Decisions in Your Company
January 2003, Jossey-Bass
1. The Art of Decision Management.
2. "What Is a Decision?" and Other Fundamentals.
3. Deciding to Decide: The Need Issue.
4. Determining the Means for Deciding: The Mode and Investment Issues.
5. Prospecting for Solutions: The Options Issue.
6. Anticipating Outcomes: The Possibilities and Judgment Issues.
7. Accounting for Taste: The Value and Tradeoffs Issues.
8. Ensuring Smooth Sailing: The Acceptability and Implementation Issues.
9. Starting and Sustaining Decision Management Improvement Efforts.
— Chip Heath, Stanford University Graduate School of Business
"This path-breaking book will inspire and energize business
decision makers and business students to improve decision making in
their own organizations."
— L. Robin Keller, professor, University of California, Irvine, and past president, Decision Analysis Society of INFORMS
"Yates knows the decision behavior research as thoroughly as
anyone. In this book he draws on it imaginatively to offer
practical strategies for improving real managerial
— Terry Connolly, head, Department of Management and Policy, University of Arizona, and past president, Society for Judgment and Decision Making
"Sure, anyone can make business decisions. But readers of this
book will learn a simple and powerful strategy— as described
by one of the leading experts in the field of behavioral decision
making— for making the right business decisions."
— Jonathan J. Koehler, University Distinguished Teaching Associate Professor, Behavioral Decision Making Faculty, Management Science and Information Systems Department, McCombs School of Business, The University of Texas at Austin
"Should be read by anyone who wants to make better decisions,
and should be required reading at any business school that takes
seriously the task of enhancing students' and future leaders'
capacities to exercise sound judgment when making crucial
— Glen Whyte, professor of organizational behavior, associate dean, curriculum, and Conway Chair in Business Ethics, Rotman School of Management, University of Toronto
"Should government run like a business? Not always, of course,
but this book offers many keen insights and much valuable advice
for decision makers in the public sector, too."
— John Rohrbaugh, Rockefeller College of Public Affairs and Policy, University at Albany, State University of New York
"What sets Decision Management above all other
how-to-make-better-decisions books is its firm grounding in
scientific behavioral research and its clear, practical procedural
— Reid Hastie, Professor of Behavioral Science, Graduate School of Business, University of Chicago