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    Why Decisions Fail (Review and Analysis of Nutt's Book)
    Why Decisions Fail (Review and Analysis of Nutt's Book)
    Why Decisions Fail (Review and Analysis of Nutt's Book)
    Ebook43 pages36 minutes

    Why Decisions Fail (Review and Analysis of Nutt's Book)

    By BusinessNews Publishing

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    About this ebook

    The must-read summary of Paul Nutt's book: "Why Decisions Fail: Avoiding the Traps and Blunders that Lead to Debacles".

    This complete summary of the ideas from Paul Nutt's book "Why Decisions Fail" shows that in order to make better decisions and avoid the debacles, you need to avoid the three blunders and seven traps that can lead to bad decisions. In his book, the author details each of these traps and blunders and how you can learn to spot and avoid them. This summary demonstrates how easy it is to replace your tactics and avoid these traps to increase your chances of success.

    Added-value of this summary:
    • Save time
    • Understand key concepts
    • Expand your knowledge

    To learn more, read "Why Decisions Fail" and discover how you can learn from others' mistakes and stay on the path to success.
    LanguageEnglish
    PublisherBusiness Book Summaries
    Release dateNov 12, 2014
    ISBN9782511022085
    Why Decisions Fail (Review and Analysis of Nutt's Book)

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      Book preview

      Why Decisions Fail (Review and Analysis of Nutt's Book) - BusinessNews Publishing

      Book Presentation:

      Why Decisions Fail by Paul Nutt

      Book Abstract

      About the Author

      Important Note About This Ebook

      Summary of Why Decisions Fail (Paul Nutt)

      1. The Three Blunders

      2. The Seven Traps That Can Catch Decision Makers

      3. How to Improve Your Chances of Success When Making Decisions

      Book Abstract

      Main Idea

      To make better decisions and avoid the debacles – those costly wrong decisions which become end up becoming public knowledge – you need to avoid the three blunders (which are present in all debacles) and the seven traps which can lead to bad decisions.

      The three blunders are:

      Rushing to judgement – before all the requisite information is at hand.

      Misusing resources – thereby squandering the opportunity to apply those resources more intelligently.

      Consistently applying failure-prone tactics rather than best practice tactics.

      These blunders in turn generate seven traps which can collectively or individually underpin bad decisions. The seven traps are:

      Seizing the first idea that comes to mind – even if it doesn’t quite fit the circumstances.

      Ignoring potential problems and barriers – and plowing ahead in the belief everything can be sorted out at a later stage.

      Failing to specify clear-cut objectives – thereby allowing ambiguity to dilute organizational effectiveness.

      Being unwilling to look for better ideas and approaches than those already in use.

      Being selective in the collection and analysis of information – and only emphasizing the data which supports the decision.

      Leaving ethical questions in the background – to be sorted out later rather than sooner.

      Ignoring the opportunity to learn from previous mistakes – and making the same mistakes over and over.

      It is a quirk of human nature that for some reason, many decision makers consistently apply the tactics which have a poor track record of success. Just the simple act of replacing the widely adopted error-prone tactics with better tactics which avoid these seven traps would

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