DESCRIPTION
The phrase “work smarter, not harder” has been repeatedly ridiculed in the Dilbert comic strip and elsewhere, not because it is a bad idea, but because it is thrown like a brick lifesaver to drowning employees. To tell someone to work smarter is like telling someone to be happier, healthier, and richer. It’s not much help to merely repeat the objective; what people need is a plan for achieving the objective. In Making Great Decisions, we show our readers how to achieve their objectives. We write to help those in business and those in the business of life–i.e., everyone–to work smarter. Our ideas are both simple and powerful. We offer a better way to look at problems so that the solutions are easier to find. We help supplement our readers’ clear thinking by summarizing some of the most powerful techniques we have discovered.
REVIEWS
This brilliantly written book is a stimulating, fun read filled with great stories and examples. It has practical applications for business people, and yet is written for everyone. If my predecessors at the companies I turned around had read and understood this book, their companies wouldn t have needed me. I wish I had had this book when I taught decision analysis at Harvard. It would make a great supplementary text for virtually any course I teach. It is, simply, a great book.
–John. O. Whitney, Columbia Business School
Ignoring search costs is one of several obstacles to wisdom encountered in this lively work by an academic economist (Mr. Henderson) and a marketing consultant (Mr. Hooper). To get to “great decisions,” they draw on economic concepts, on the discipline called “decision analysis” — which is mainly about making choices in the absence of good information and in the presence of risk — and on common sense.
— Dan Seligman, The Wall Street Journal
Making Great Decisions flows like butter. It teaches you how to think like an economi
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