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The author shows corporate executives, organizational policymakers and general managers how to avoid errors and ensure quality decision-making. After analyzing frequent reasons for poor, often catastrophic decisions he offers 37 characteristics to help in personnel selection.

Tabla de contenidos provista por Syndetics

• Preface
• Acknowledgments
• Part 1 Introduction
• 1 Order Out of Theoretical Chaos?
• Part 2 Common Simplistic Strategies Evoked by Constraints
• 2 Cognitive Decision Rules
• 3 Affiliative Decision Rules
• 4 Self-Serving and Emotive Rules
• Part 3 Sound Policymaking Procedures
• 5 An Uncommon Strategy: Vigilant Problem Solving
• 6 Are the Main Assumptions About Process and Outcome Warranted?
• Part 4 A New Theoretical Framework
• 7 The Constraints Model of Policymaking Processes
• 8 Values and Limitations of the Constraints Model
• Part 5 Implications
• 9 Who Will Be Good Policymakers and Who Will Not? Hypotheses About Personality Differences Derived from the Constraints Model
• 10 Effective Leadership Practices: Additional Hypotheses Derived from the Constraints Model Notes Sources References Author Index Subject Index

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CHOICE Review

Janis, an academic psychologist, is a leading researcher of decision making. This volume presents illustrative examples and theory on how crucial decisions are made at the highest levels of government and business. The compelling theme is that too often decisions involve faulty processes and, at worst, seat-of-the-pants judgments. In the private sector, 50-year-old corporations represent just 2 of organizations created; better decisions would increase this survival rate. And in government, for example, President Kennedy's Bay of Pigs disaster and President Johnson's escalation of the Vietnam War could have been averted. To avoid woeful outcomes, Janis urges "vigilant problem solving," which includes (1) carefully specifying the problem and tentative solutions; (2) adequate information to search for solutions; (3) reformulating solutions in light of more and better alternatives; and (4) evaluating and selecting the best solution. Janis details this problem-solving process. Sociologists, psychologists, business faculty, and decision makers can benefit from this carefully written, informative book. It ranks among the best on the topic. Academic and public library collections. -C. Tausky, University of Massachusetts at Amherst