Most events that catch us by surprise are both predictable and preventable, but we consistently miss the warning signs. This book shows why such predictable surprises place us all at risk and shows how we can understand, anticipate, and prevent them before disaster strikes.
Über den Autor
rnMax H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at Harvard Business School. rrn
Michael D. Watkins is Professor of General Management at IMD in Lausanne, Switzerland, and co-founder of Genesis Advisers, a leadership development company.rrnrn
Inhaltsverzeichnis
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Prefacerrn
Acknowledgmentsrrn
Chapter 1: What is a Predictable Surprise? A Previewrrn
Part I. Prototypes of Predictable Surprisesrrn
Chapter 2: September 11 - the Costs of Ignoring a Predictable Surpriserrn
Chapter 3: The Collapse of Enron and the Failure of Auditor Independencerrn
Part II. Why Don't We Act on What We Know?rrn
Chapter 4: Cognitive Roots: The Role of Human Biasesrrn
Chapter 5: Organizational Roots: The Role of Institutional Failuresrrn
Chapter 6: Political Roots: The Role of Special-Interest Groupsrrn
Part III. Preventing Predictable Surprisesrrn
Chapter 7: Recognition: Identifying Emerging Threats Earlierrrn
Chapter 8: Prioritization: Focusing on the Right Problemsrrn
Chapter 9: Mobilization: Building Support for Preventative Actionrrn
Chapter 10: Future Predictable Surprisesrrn
Appendicesrrnrn
Klappentext
Two leading experts in managerial decision making show that many disasters in business are preceded by clear warning signals that leaders either miss or purposely ignore. Here they outline the six danger signals that suggest a predictable surprise may be imminent.
