articles

Crossing the mental Rubicon - Don’t let decisiveness backfire

  • Derek Pankratz and Michael A Roberto

3 Timeless Rules for Making Tough Decisions

  • Peter Bregman

Centralized Decision Making Helps Kill Bad Products

  • John Joseph

  • Ronald Klingebiel

The "Maximize Profits" Trap in Decision Making

  • Joseph L. Badaracco Jr.

The Best Approach to Decision Making Combines Data and Managers' Expertise

  • Paolo Gaudiano

What Is Strategy?

  • Michael E. Porter

How Management Teams Can Have a Good Fight

  • Kathleen M. Eisenhardt

  • Jean L. Kahwajy

  • L.J. Bourgeois III

Why It's So Hard to Train Someone to Make an Ethical Decision

  • Eugene Soltes

Managing Risks: A New Framework

  • Robert S. Kaplan

  • Anette Mikes

What We Miss When We Judge a Decision by the Outcome

  • Francesca Gino

How to Tackle Your Toughest Decisions

  • Joseph L. Badaracco Jr.

4 Models for Using AI to Make Decisions

  • Michael Schrage

Root Out Bias from Your Decision-Making Process

  • Thomas C. Redman

Creating Simple Rules for Complex Decisions

  • Connor Concannon

  • Daniel G. Goldstein

  • Jongbin Jung

  • Ravi Shroff

  • Sharad Goel

Pintura Corporation: The Lena Launch Decision

  • John A. Quelch

  • Katherine B. Hartman

How to Get People to Accept a Tough Decision

  • David Maxfield

Prioritize Your Opportunities with This Checklist

  • Doug Andrew

Noise: How to Overcome the High, Hidden Cost of Inconsistent Decision Making

  • Daniel Kahneman

  • Andrew M. Rosenfield

  • Linnea Gandhi

  • Tom Blaser

When to Decentralize Decision Making, and When Not To

  • Herman Vantrappen

  • Frederic Wirtz

How AI Will Change the Way We Make Decisions

  • Joshua Gans

  • Ajay Agrawal

  • Avi Goldfarb

All the Wrong Moves

  • David A. Garvin

Whiteboard Session: 5 Questions to Help You Make Tough Decisions

  • Joseph L. Badaracco Jr.

A Brief History of Decision Making

  • Leigh Buchanan

  • Andrew O'Connell

The "Maximize Profits" Trap in Decision Making

  • Joseph L. Badaracco Jr.

Stop Doubling Down on Your Failing Strategy

  • Freek Vermeulen

  • Niro Sivanathan

Why the Rewards for Ambitious Problem Solving Are About to Get Bigger

  • Greg Satell

The Balanced Scorecard—Measures that Drive Performance

  • Robert S. Kaplan

  • David P. Norton

Managing Differences: The Central Challenge of Global Strategy

  • Pankaj Ghemawat

How Authority and Decision-Making Differ Across Cultures

·      Erin Meyer

Your Company’s Purpose Is Not Its Vision, Mission, or Values

  • Graham Kenny

Porter's Five Forces

  • Michael Porter


Books

Antifragile

  • Nassim Nicholas Taleb, Random House

The Art of Critical Decision Making

  • Micheal A Roberto, The Teaching Company

Braintrust

  • Patricia S Churchland, Princeton and Oxford

Coming to Our Senses

  • Viki McCabe, Oxford University Press

Creating Great Choices

  • Jennifer Riel

  • Roger Martin

  • Harvard Business School Press

Cultures and Organizations

  • Geert Hofstede

  • Gert Jan Hofstede

  • Michael Minkov

  • McGraw Hill

Decide and Deliver

  • Marcia Blenko

  • Michael Mankins

  • Paul Rogers

  • Harvard Business Review Press

Decisive

  • Cheap and Dan Heath, Crown Business of Random House

The Effective Executive: The Definitive Guide to Getting the Right Things Done

  • Peter Drucker, Harper Business

Essense of Decision - Explaining the Cuban Missile Crisis

  • Graham Allison

  • Philip Zelikow

  • Longman of Addison Wesley Longman, Inc

Friendly Fire

  • Scott A Snook, Princeton and Oxford

How Women Decide

  • Therese Huston, Houghton Mifflin Harcourt

Making Sense of the Organization Volume Two

  • Karle E Weick, John Wiley & Sons Ltd 

Managing the Unexpected – Third Edition

  • Karle E Weick and Kathleen Sutcliffe, John Wiley & Sons Ltd

The McKinsey Engagement

  • Paul N. Friga, McGraw Hill

Nonsense – The Power of Not Knowing

  • Jamie Holmes, Crown Publishing Group and Penguin Random House LLC

Judgement Calls

  • Thomas Davenport and Brook Manville, Harvard Business Review Press

Know What You Don’t Know

  • Micheal A Roberto, Wharton School Publishing

The Opposable Mind – How Successful Leaders Win Through Integrative Thinking

  • Roger Martin, Harvard Business School Press

Simple Rules

  • Kathleen Eisenhardt

  • Donald Sull

  • Houghton Mifflin Harcourt

Smart Choices and The Hidden Traps in Decision Making

  • John Hammond

  • Ralph Keeney

  • Howard Raiffa

  • Harvard Business Review Press

The Triple Bottom Line

  • Andrew Savitz

  • Karl Weber

  • John Wiley & Sons Ltd

Think Again

  • Andrew Campbell, Jo Whitehead, and Sydney Finkelstein, Harvard Business Review Press

Thinking, Fast and Slow

  • Daniel Kahneman, Farrar, Strauss and Giroux