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A systems thinking decision-making processhow to avoid burnt toast /

Record Type:	Electronic resources : Monograph/item
Title/Author:	A systems thinking decision-making processby Vincent P. Barabba.
Reminder of title:	how to avoid burnt toast /
Author:	Barabba, Vincent P.
Published:	Cham :Springer International Publishing :2022.
Description:	xxii, 168 p. :ill. (some col.), digital ;24 cm.
Contained By:	Springer Nature eBook
Subject:	Decision making.
Online resource:	https://doi.org/10.1007/978-3-030-89960-8
ISBN:	9783030899608$q(electronic bk.)

A systems thinking decision-making processhow to avoid burnt toast /
Barabba, Vincent P.

A systems thinking decision-making processhow to avoid burnt toast /[electronic resource] :by Vincent P. Barabba. - Cham :Springer International Publishing :2022. - xxii, 168 p. :ill. (some col.), digital ;24 cm. - Management for professionals,2192-810X. - Management for professionals..

1. An Uncertain and More Complex Environment Requires you Learn From Your Decisions - Question the Known and Seek Answers to the Unknown -- 2. How the Journey to Improved Decision Making Started with my Introduction to the Silo Problem and the Importance of Understanding Both Sides of a Story -- 3. What Was Learned by Supporting and Making Decisions During Local and National Political Campaigns -- 4. My First Government Job Getting to the Census Bureau -- 5. My First a Job in the Private Sector - Xerox -- 6. My Second Job in Government Back to the Bureau -- 7. My Second Job in the Private Sector - Getting to Kodak on My Way to General Motors -- 8. My Final Job in the Private Sector - How Early Involvement in the GM Decision-Making Process Led to the Effective Use of Market Research -- 9. Using Systems Thinking to Create an Experienced Based Decision Process -- 10. Keep an Open Mind, Think Systemically, and Encourage Transparency -- 11. Encourage Learning -- 12. Based on Good and Bad Experiences, A Beginning Discussion of the Potential Decision-Making Framework From Which Lessons Can Be Learned and Burnt Toast Can be Avoided -- 13. Based on Good and Bad Experiences, A Beginning Discussion of the Potential Decision-Making Framework From Which Lessons Can Be Learned and Burnt Toast Can be Avoided -- 14. How Using the Right Decision Process Could Have Avoided Kodak's Predisposed Mindset That Led to Burnt Toast -- 15. Developing the Design and Implementation of an Inquiry Center That Contributes to the Ability to Avoid Burnt Toast -- 16. The Benefit of Leadership's Improved Thinking and Decision Making that Overcame the Desire of Some to Focus Exclusively on the Existing Business.

This book illustrates how to access the right information for making the best decisions during turbulent times. It is written from an experienced-based perspective that is beneficial for those looking for the development and improvement of the decision-making process. The approach is centered on the author's experience in developing and implementing effective and efficient approaches to decision-making in business and government. Based on those experiences, this book provides insights into how to improve the decision making process of your organization, whether it be large or small. For decision makers and those providing market information for making decisions, this book provide guidelines for a framework which includes systems thinking. For those interested in change management and corporate governance, the book presents examples where it was done well and some examples where it was not and the ensuring consequences.

ISBN: 9783030899608$q(electronic bk.)

Standard No.: 10.1007/978-3-030-89960-8doiSubjects--Topical Terms:

183849
Decision making.

LC Class. No.: HD30.23 / .B37 2022

Dewey Class. No.: 658.403

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505 0 $a 1. An Uncertain and More Complex Environment Requires you Learn From Your Decisions - Question the Known and Seek Answers to the Unknown -- 2. How the Journey to Improved Decision Making Started with my Introduction to the Silo Problem and the Importance of Understanding Both Sides of a Story -- 3. What Was Learned by Supporting and Making Decisions During Local and National Political Campaigns -- 4. My First Government Job Getting to the Census Bureau -- 5. My First a Job in the Private Sector - Xerox -- 6. My Second Job in Government Back to the Bureau -- 7. My Second Job in the Private Sector - Getting to Kodak on My Way to General Motors -- 8. My Final Job in the Private Sector - How Early Involvement in the GM Decision-Making Process Led to the Effective Use of Market Research -- 9. Using Systems Thinking to Create an Experienced Based Decision Process -- 10. Keep an Open Mind, Think Systemically, and Encourage Transparency -- 11. Encourage Learning -- 12. Based on Good and Bad Experiences, A Beginning Discussion of the Potential Decision-Making Framework From Which Lessons Can Be Learned and Burnt Toast Can be Avoided -- 13. Based on Good and Bad Experiences, A Beginning Discussion of the Potential Decision-Making Framework From Which Lessons Can Be Learned and Burnt Toast Can be Avoided -- 14. How Using the Right Decision Process Could Have Avoided Kodak's Predisposed Mindset That Led to Burnt Toast -- 15. Developing the Design and Implementation of an Inquiry Center That Contributes to the Ability to Avoid Burnt Toast -- 16. The Benefit of Leadership's Improved Thinking and Decision Making that Overcame the Desire of Some to Focus Exclusively on the Existing Business.
520 $a This book illustrates how to access the right information for making the best decisions during turbulent times. It is written from an experienced-based perspective that is beneficial for those looking for the development and improvement of the decision-making process. The approach is centered on the author's experience in developing and implementing effective and efficient approaches to decision-making in business and government. Based on those experiences, this book provides insights into how to improve the decision making process of your organization, whether it be large or small. For decision makers and those providing market information for making decisions, this book provide guidelines for a framework which includes systems thinking. For those interested in change management and corporate governance, the book presents examples where it was done well and some examples where it was not and the ensuring consequences.
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