Barabba (117 results)

Hardcover. Condition: Very Good. First Edition. It's a well-cared-for item that has seen limited use. The item may show minor signs of wear. All the text is legible, with all pages included. It may have slight markings and/or highlighting.

Condition: Good. Item in good condition. Textbooks may not include supplemental items i.e. CDs, access codes etc.

Hardcover. Condition: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Condition: Good. Former library copy. Pages intact with minimal writing/highlighting. The binding may be loose and creased. Dust jackets/supplements are not included. Includes library markings. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

Condition: Good. Good condition. Good dust jacket. A copy that has been read but remains intact. May contain markings such as bookplates, stamps, limited notes and highlighting, or a few light stains.

Condition: Very Good. Very Good condition. Very Good dust jacket. A copy that may have a few cosmetic defects. May also contain light spine creasing or a few markings such as an owner's name, short gifter's inscription or light stamp.

Hardcover. Condition: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Cloth. Condition: Near Fine. Dust Jacket Condition: D/J NEAR FINE. near finie book as well as d/j unused book no writing no tearing.

Condition: Very Good. VG condition book with dust jacket. DJ is clean, has fresh colours and has little wear to edges. Book has clean and bright contents.

Paperback. Condition: Very Good. The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged.

Hardcover. Condition: Fine. Dust Jacket Condition: Near Fine. hardback in fine condition with near fine dust jacket.

Hardcover. Condition: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Hardcover. Condition: Near Fine. Dust Jacket Condition: Very Good. Signed by the author with a personalized message on the front endpaper. The book has light smudging to the top edge of the pages, otherwise it is in excellent condition with crisp, unmarked pages, a tight binding, and a clean cover. The dustjacket has minor rubbing and surface scratching to both covers and shelfwear to the edges that has resulted in gentle creasing, otherwise the dustjacket is in very good condition, bright and intact, and is now in an archival protective mylar.

Paperback. Condition: New. Decision-making has been one of the principal victims of 'modern' thinking. The 'analytical' approach has, of course, brought us vaccines, electricity and the internal combustion engine. But, in seeking to break things down into their component parts and improve the parts, governments and businesses continue to make some astonishingly bad decisions. What's more, many enterprises still pay close attention to 'decisions' whilst overlooking the bigger picture: the organizational system within which those decisions get made. The book sets out to change our 'analytical' habit and invites enterprises to consider the bigger picture. Author Vince Barabba explains an elegantly simple approach to making better decisions. He calls this approach 'The Decision Loom' and bases it on Systems Thinking, Design Thinking and Complexity Theory. Drawing on a lifetime of experience, Vince Barabba sets out, in The Decision Loom, the four core capabilities that any organization needs to put in place to make his proposed approach to decision-making work.They cover 1) having an 'Enterprise Mindset that is open to change', 2) thinking and acting holistically, 3) having an adaptable business design and 4) using the right combination of problem-solving and decision-making methods. Part 1 of the book - The Journey - chronicles the author's professional life, focusing on more than 30 'Lessons Learned'. To name just one: 'Surface and make explicit the underlying assumptions that would have to be true for your particular problem-solving approach to prevail.' Each lesson is derived from - and illustrated by - his professional experience in major political campaigns and at Xerox, Kodak, GM, the U.S. Census Bureau and elsewhere. Part 2 describes an 'Interactive Decision Loom', sets out the capabilities required to make it work, and sketches an 'idealized design' for creating a Decision Loom in your own organization. It focuses on the process of inquiry (which must underpin decision-making), anticipating problems, and the four core organizational (not individual) capabilities needed in a dynamically complex organization (that is to say, all organizations).The four capabilities all draw on the lessons learned in Part 1 of the book and are illustrated by brief case studies from: LEGO, Xynteo, Patagonia Clothing, Nintendo, Cisco, and McDonald's. If you choose to create a Decision Loom yourself in your own organization, the outcome will be: Greater interaction across the enterprise leading to an enterprise that is greater than the sum of its parts.

Condition: New.

Condition: As New. Unread book in perfect condition.

PAP. Condition: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condition: New. New Book. Shipped from UK. Established seller since 2000.

Condition: NEW.

Paperback. Condition: New. Decision-making has been one of the principal victims of 'modern' thinking. The 'analytical' approach has, of course, brought us vaccines, electricity and the internal combustion engine. But, in seeking to break things down into their component parts and improve the parts, governments and businesses continue to make some astonishingly bad decisions. What's more, many enterprises still pay close attention to 'decisions' whilst overlooking the bigger picture: the organizational system within which those decisions get made. The book sets out to change our 'analytical' habit and invites enterprises to consider the bigger picture. Author Vince Barabba explains an elegantly simple approach to making better decisions. He calls this approach 'The Decision Loom' and bases it on Systems Thinking, Design Thinking and Complexity Theory. Drawing on a lifetime of experience, Vince Barabba sets out, in The Decision Loom, the four core capabilities that any organization needs to put in place to make his proposed approach to decision-making work.They cover 1) having an 'Enterprise Mindset that is open to change', 2) thinking and acting holistically, 3) having an adaptable business design and 4) using the right combination of problem-solving and decision-making methods. Part 1 of the book - The Journey - chronicles the author's professional life, focusing on more than 30 'Lessons Learned'. To name just one: 'Surface and make explicit the underlying assumptions that would have to be true for your particular problem-solving approach to prevail.' Each lesson is derived from - and illustrated by - his professional experience in major political campaigns and at Xerox, Kodak, GM, the U.S. Census Bureau and elsewhere. Part 2 describes an 'Interactive Decision Loom', sets out the capabilities required to make it work, and sketches an 'idealized design' for creating a Decision Loom in your own organization. It focuses on the process of inquiry (which must underpin decision-making), anticipating problems, and the four core organizational (not individual) capabilities needed in a dynamically complex organization (that is to say, all organizations).The four capabilities all draw on the lessons learned in Part 1 of the book and are illustrated by brief case studies from: LEGO, Xynteo, Patagonia Clothing, Nintendo, Cisco, and McDonald's. If you choose to create a Decision Loom yourself in your own organization, the outcome will be: Greater interaction across the enterprise leading to an enterprise that is greater than the sum of its parts.

Paperback. Condition: new. Paperback. Decision-making has been one of the principal victims of 'modern' thinking. The 'analytical' approach has, of course, brought us vaccines, electricity and the internal combustion engine. But, in seeking to break things down into their component parts and improve the parts, governments and businesses continue to make some astonishingly bad decisions. What's more, many enterprises still pay close attention to 'decisions' whilst overlooking the bigger picture: the organizational system within which those decisions get made. The book sets out to change our 'analytical' habit and invites enterprises to consider the bigger picture. Author Vince Barabba explains an elegantly simple approach to making better decisions. He calls this approach 'The Decision Loom' and bases it on Systems Thinking, Design Thinking and Complexity Theory. Drawing on a lifetime of experience, Vince Barabba sets out, in The Decision Loom, the four core capabilities that any organization needs to put in place to make his proposed approach to decision-making work.They cover 1) having an 'Enterprise Mindset that is open to change', 2) thinking and acting holistically, 3) having an adaptable business design and 4) using the right combination of problem-solving and decision-making methods. Part 1 of the book - The Journey - chronicles the author's professional life, focusing on more than 30 'Lessons Learned'. To name just one: 'Surface and make explicit the underlying assumptions that would have to be true for your particular problem-solving approach to prevail.' Each lesson is derived from - and illustrated by - his professional experience in major political campaigns and at Xerox, Kodak, GM, the U.S. Census Bureau and elsewhere. Part 2 describes an 'Interactive Decision Loom', sets out the capabilities required to make it work, and sketches an 'idealized design' for creating a Decision Loom in your own organization. It focuses on the process of inquiry (which must underpin decision-making), anticipating problems, and the four core organizational (not individual) capabilities needed in a dynamically complex organization (that is to say, all organizations).The four capabilities all draw on the lessons learned in Part 1 of the book and are illustrated by brief case studies from: LEGO, Xynteo, Patagonia Clothing, Nintendo, Cisco, and McDonald's. If you choose to create a Decision Loom yourself in your own organization, the outcome will be: Greater interaction across the enterprise leading to an enterprise that is greater than the sum of its parts. This elegant book is a guide for any public, private, government or non-profit organization that needs to make better decisions. It sets out a simple approach (the Decision Loom), based on Systems and Design Thinking and Complexity Theory. It also describes the 4 core capabilities any organization must put in place for this approach to work. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.

Hardcover. Condition: Fair. Dust Jacket Condition: Near Fine. hardcover in fine condition with near fine dust jacket.

Condition: new.

Rustica (tapa blanda). Condition: Aceptable. Dust Jacket Condition: Aceptable. 01. Encuadernación de tapa blanda, algunas páginas subrayadas a lápiz. Buen estado. LIBRO.

Hardcover. Condition: Good. No Jacket. Two Separate Volume Due to age and/or environmental conditions, the pages of this book have darkened. Solid binding. Moderate edgewear on the boards. Shows more than the usual amount of shelf wear. Please note the image in this listing is a stock photo and may not match the covers of the actual item. Book.

Paperback. Condition: New.

Condition: New.

Condition: New. 2011. Paperback. . . . . .

Condition: New. In.

Condition: As New. Unread book in perfect condition.