Showing titles in Decision-Making & Problem Solving

From the multimillion-copy bestselling author of The 7 Habits of Highly Effective People, hailed as the #1 Most Influential Business Book of the Twentieth Century, The 3rd Alternative introduces a breakthrough approach to conflict resolution and creative problem solving. There are many methods...

Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the twenty-first century. Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally...

My book, Clarity in Complexity: The Art of Leading with Strategy, Structure, and Stillness, is a guide for executives and emerging leaders who are navigating transformation, uncertainty, and the constant demands of modern business. Drawing from over twenty years of experience leading organizational change, operational excellence, and strategic growth, I explore how clarity is not the absence of complexity—it’s the ability to move through it with confidence, focus, and purpose.

"Best practices" may be widespread, but that doesn't mean they're effective. In many instances the opposite is true: Best practices can be outdated, harmful, and a hindrance to innovation. In Breaking Bad Habits, Freek Vermeulen, a strategist with a keen eye for the absurd, offers the tools to identify these practices and rid them from your organization. And, most of all, he presents a compelling case for how eliminating popular but outworn ideas, processes, and strategies can create new opportunities for innovation and growth.

Clarity doesn’t require certainty—just intention. Life’s most important decisions rarely come with clear answers. Whether you’re navigating career changes, health challenges, difficult relationships, or shifting priorities, the weight of uncertainty can feel overwhelming—and the fear of making the “wrong” choice can leave you stuck.

Torture in Abu Ghraib prison. Corporate fraud. Falsified records at Veterans Administration hospitals. Teachers pressured to feed test answers to students. These scandals could have been prevented if, early on, people had said no to their higher-ups. In this timely new book, Ira Chaleff goes deeply into when and how to disobey inappropriate orders, reduce unacceptable risk, and find better ways to achieve legitimate goals.The inspiration for the book and its title came from a concept used in guide-dog training.

Mark Schwartz, author of leadership classics A Seat at the Table and The Art of Business Value, reveals a new (empowering) model for the often soul-shattering, frustrating, Kafkaesque nightmare we call bureaucracy. Through humor, a healthy dose of history and philosophy, and real-life examples from his days as a government bureaucrat, Schwartz shows IT leaders (and the whole of business) how to master the ways of the Monkey, the Razor, and the Sumo Wrestler to create a lean, learning, and enabling bureaucracy.

Move is your guide to mobilizing your whole organization to take your business forward. Whatever your needed transformation may be - a new initiative, a new market, a new product, your fresh strategy is up against a powerful foe - an organization's tendency to stay very busy and completely engaged what it's already doing. Author Patty Azzarello draws on over 25 years of international business management experience to identify the chronic challenges that keep organizations from decisively executing strategy, and to give you a practical game plan for breaking through.

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.

Each of us pitches ideas every day. Sometimes we sell our ideas to a small room full of skeptical colleagues. Sometimes we pitch to a boss, or a board of directors, a new organization, or for the contract of our dreams. Regardless, it all boils down to the act of stirring someone to join you - to agree to follow you. Yet we consistently underestimate how critical it is to recognize the needs, spoken and unspoken, of the decision maker. Decisions are made by people, and people have needs and agendas.

What hidden skill links successful people in all walks of life? What helps them make smart decisions? The answer is surprisingly simple: They know how to ask the right questions at the right time. Questions help us break down barriers, discover secrets, solve puzzles, and imagine new ways of doing things. But few of us know how to question in a methodical way. Emmy-award-winning journalist and media expert Frank Sesno aims to change that with Ask More.

MONEY & LOVE: An Intelligent Roadmap for Life’s Biggest Decisions is a guide for navigating life’s most consequential and daunting decisions using research-based insights road-tested in a popular Stanford University course. Should I move in with this person? Should I quit my job? When is the...

Terrified of making bad decisions and missing great opportunities? Do you question your judgment and doubt your intuition? Your brain is like any other muscle: it needs training to improve. Nobody is born with flawless critical thinking and judgment skills. These skills usually require systematic practice, but you can shortcut the learning curve by learning and mastering the methods of the best thinkers, psychologists, and high achievers.

Across the world, key decisions are made by tiny coteries of political and business leaders. With enough talent, élan, and hard work, any of us can join them - so we are told. Follow key rules: be transparent; defer to bosses and clients; take responsibility; feedback is everything. Understand these, and the world is our oyster.

For decades, alarms have sounded about declining engagement. Yet companies continue to struggle with toxic cultures, and the low productivity and unhappiness that go with them. Why is "culture" so difficult to improve? What makes so many good employees check out? Neuroscientist Paul Zak shows that innate brain functions hold the answers. It all boils down to trust. When someone shows you trust, a feel-good jolt of oxytocin surges through your brain and triggers you to reciprocate.

Não importa o objetivo, não importa o destino, a jornada para qualquer coisa que você queira começa sempre com um único passo. Esse passo se chama a Única Coisa. Você quer menos. Menos distrações, menos estresse e menos correria. Quer saber lidar com a enxurrada diária de e-mails, notícias e reuniões que suga sua energia e prejudica seu desempenho, gerando frustração e sobrecarga. E você quer mais. Mais produtividade. Mais qualidade no que faz. Mais tempo para dedicar a si mesmo e ao que realmente importa para você.

Modern work life is a maze, but you can find a shortcut through it. We are spending longer hours at work, although we desire more work-life balance. According to the World Population Review, the 10 countries with the longest workweeks averaged 42.2 hours. Given how much time you spend at work, wouldn’t it be better if you could be more efficient at your job? The Harvard Business Review says that workers spend as much as 41 percent of the average workday on tasks that don’t add value. Modern work poses its challenges.

The ability to make sound and timely decisions is the mark of a good leader. But when leaders with otherwise strong track records suddenly begin making poor decisions - as seen in the recent corporate scandals that rocked the business world - the impact can be widespread. In The Stress Effect, leadership expert Henry L. Thompson argues that stress is often the real culprit behind this leadership failure.

Dr. Adizes’s premise, developed in this book, is that the ideal leader, manager, or executive - ideal in the sense that he can fulfill by himself all the roles necessary for the long- and short-term effectiveness and efficiency of an organization - does not and cannot exist. And that is the problem with contemporary management literature: It presents what the executive should do (because that is what the organization needs), even though no one can do it.

From the “raw and frequently hilarious” (The New York Times) investment guru andNew York Timesbestselling author ofThe Wolf of Wall Streetwho inspired the Oscar-winning film of the same name, a witty and clear-eyed guide for anyone who wants to play the stock market to their advantage and...