PLEASE NOTE
This link is dead. I am keeping this original listing just for reference.
This link is dead. I am keeping this original listing just for reference.
“Ego is inseparable from human nature and plays a huge role in corporate governance. Put any number of people into a boardroom, and invariably the largest ego will dominate, shouldering aside everyone else, including those with better ideas or more constructive suggestions…That’s the premise behind group decision support system software. The School of Business at Queen’s University in Kingston, Ont., has created a high-tech service with the goal of ridding the decision-making process of personality, so that ideas can speak for themselves.”
Related Content
- “Let’s just go with it.”: The perils of decision neglect
- A Contrarian Approach to Decision-Making
- Are We Thinking Too Little, or Too Much?
- Are You Ready to Decide?
- Baba Shiv: How to Make Better Decisions
- Building Business Decision-Makers
- Closing the Decision Quality Gap
- Conquering Complexity With Simple Rules
- Contingent Capitalism: Planning and Decision Making in Emerging Markets
- Creating an Environment for Good Decision Making
- Cutting Your Losses: How to Avoid the Sunk Cost Trap
- Daniel Kahneman
- Daniel Kahneman: Beware the ‘inside view’
- Daniel Kahneman’s Strategy for How Your Firm Can Think Smarter
- Debugging Executive Decision Making
- Deciding How to Decide
- Decision Effectiveness Quiz
- Decision Making Tools
- Decision Quality: Improving Value from Capital Allocation
- Decision Rights: Who Gives the Green Light?
- Early-Stage Research on Decision-Making Styles
- Four Blueprints for Ensemble Decision-Making
- Getting Out of Embed: The Role of Social Context in Decision Making
- Group Decision-Making Effectiveness: The Effect of Conflict
- High-Stakes Decision Making: The Lessons of Mount Everest
- How Americans Are Living Dangerously
- How CFOs can Keep Strategic Decisions on Track
- How Group Dynamics Affect Decisions
- How to Make Better Forecasts and Decisions: Avoid Face-to-face Meetings
- How to Test Your Decision-Making Instincts
- Instinct Can Beat Analytical Thinking
- Jonathan Bendor: A Toolkit for Solving Problems
- Leadership and Decision Making
- Let’s Get Persian
- Making Better Decisions over Time
- Making Difficult Decisions in Turbulent Times
- Money Changes Everything
- Need to Solve a Problem? Take a Break From Collaborating
- Options Development is Crucial to Good Decision Making
- Outside Looking In: Maximize Project Success Rates with Premortem Strategy
- Peter Drucker on Making Decisions
- Philip Meissner, Olivier Sibony, Torsten Wulf
- Quote of the week: Why brainstorming is a bad idea
- Roskin on Decision Making
- Sometimes, Even The Best Leaders Just Go With It
- Strategic Decisions: When Can You Trust Your Gut?
- Team Decision Making in Complex, Time-Sensitive Environments
- The ‘Luxury Prime’: How Money Changes People
- The Art of Making Quality Decisions
- The Benefits—and Limits—of Decision Models
- The Business of Managing Decisions
- The Decision-Making Flaw in Powerful People
- The Downside of Deliberating: Why You May Not Want to Think it Over
- The Five Steps to Better Decisions
- The Five Traps of High-Stakes Decision Making
- The Four Rs of High-Stakes Decision Making
- The Secret Ingredient to Enterprise Decision Making
- The Success Equation: Untangling Skill and Luck in Business, Sports, and Investing
- The Unconscious Executive
- Think Again: First Instincts Aren’t All They’re Cracked Up to Be
- Too Conscious to Decide?
- What If Your Gut Is (Gasp!) Wrong?
- What the C-suite Should Know About Analytics
- Where High-Stakes Decision-Making Goes Wrong
- Whether to bet, reserve options or insure: Making certain choices in an uncertain world
- Why Making the Decisions the Right Way is More Important Than Making The Right Decisions
- Worry and Ignorance
Like this content? Why not share it?
There Are No Comments
Click to Add the First »
Click to Add the First »