Why Decisions Fail: Avoiding the Blunders and Traps that Lead to Debacles

Nutt, Paul C.

ISBN 10: 1442966025 / ISBN 13: 9781442966024

Published by ReadHowYouWant, 2012

About this Item

This item is in overall acceptable condition. Covers and dust jackets are intact but may have heavy wear including creases, bends, edge wear, curled corners or minor tears as well as stickers or sticker-residue. Pages are intact but may have minor curls, bends or moderate to considerable highlighting writing. Binding is intact; however, spine may have heavy wear. Digital codes may not be included and have not been tested to be redeemable and or active. A well-read copy overall. Please note that all items are donated goods and are in used condition. Orders shipped Monday through Friday! Your purchase helps put people to work and learn life skills to reach their full potential. Orders shipped Monday through Friday. Your purchase helps put people to work and learn life skills to reach their full potential. Thank you!

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Bibliographic Details

• Title: Why Decisions Fail: Avoiding the Blunders and Traps that Lead to Debacles
• Publisher: ReadHowYouWant
• Publication Date: 2012
• Language: English
• ISBN 10: 1442966025
• ISBN 13: 9781442966024
• Binding: Soft cover
• Condition: acceptable

About this title

Synopsis

People fear a decision that can turn into a debacle - a decision riddled with poor practices producing big losses that become public. This book reveals how a decision can turn into a fiasco and how to prevent this from happening.

About the Author

Paul C. Nutt is a professor of Management Sciences and Public Policy and Management in the Fisher College of Business at The Ohio State University. He received his Ph.D. (1974) from the Univer-
sity of Wisconsin–Madison and a B.S. and M.S. from the University of Michigan (1962, 1963), all in Industrial Engineering. He has written more than one hundred articles and six books. His current research interests include organizational decision making and radical change.
The decision-making stream of work, drawn upon to write this book, is taken from more than two decades of research into the decision-making practices used by people in organizations and how to improve them. Articles first appeared in 1984 and have continued at a steady pace since then, with several currently in press. In all, thirty-eight articles have appeared or will appear in referred journals and more are planned. This work has received numerous awards including two best theoretical/empirical paper awards from the Decision Sciences Institute, its top award, and several from the Academy of Management. His other work in decision making involves decision analysis, risk measurement, using MBTI and the Ennea- gram to identify a person’s decision style, Multiattribute Utilities, ethics, and learning.