Most decision-making methods in use today are flawed and result in less than optimal results. Choosing By Advantages (CBA) is a tested and effective system for determining the best decision by looking at the advantages of each option. It is an easy to use process that will be valuable to businesses, government agencies, engineers, and individuals. Not only will the CBA system allow you to make the best decision in any scenario, it will also make it easy to show why the decision was the correct one. CBA is suprisingly simple to follow and will improve one's ability to create the best possible results in any given situation.…mehr
Most decision-making methods in use today are flawed and result in less than optimal results. Choosing By Advantages (CBA) is a tested and effective system for determining the best decision by looking at the advantages of each option. It is an easy to use process that will be valuable to businesses, government agencies, engineers, and individuals. Not only will the CBA system allow you to make the best decision in any scenario, it will also make it easy to show why the decision was the correct one. CBA is suprisingly simple to follow and will improve one's ability to create the best possible results in any given situation.
JIM SUHR is co-founder and president of the Institute for Decision Innovations, Inc. Throughout his career as a farmer, teacher, civil engineer, and consultant he has continuously searched for practical ways to improve human performance.
Inhaltsangabe
Foreword by Mark Johnson Introduction The Pivotal Cornerstone Principle Decisionmakers Must Use Sound Methods Decisionmakers Must Learn How to Use Sound Methods The Fundamental Rule of Sound Decisionmaking What, Exactly, Is an Advantage? Two Central Questions and Four Central Activities Sound Methods Do Not Weigh Advantages and Disadvantages Instant CBA and the Recognition-Response Process The Five-Step Skill-Learning Process The Principle of Anchoring Anchored Versus Unanchored Questions and Judgments The Two-List Method Preference Charts and Preference Curves Deciding Importance: Three Principles and Four Considerations The Bridge Design Experiment Vital Thinking Skills for Sound Decisionmaking The Sound Decisionmaking Vocabulary It Isn't "Just" a Matter of Semantics Sound Methods Do Not Weigh Factors Sound Methods Do Not Weigh Attributes Sound Methods Weigh Advantages Arithmetic, Reading, Writing, and Choosing By Advantages The Methods Principle How Can We Consistently Make Sound Decisions? How Can We Simplify Sound Decisionmaking? The Tabular Method Special Methods for Complex Decisions Special Methods for Money Decisions Simple Methods for Simple Decisions Very Simple Methods for Very Simple Decisions Conclusion References Index
Foreword by Mark Johnson Introduction The Pivotal Cornerstone Principle Decisionmakers Must Use Sound Methods Decisionmakers Must Learn How to Use Sound Methods The Fundamental Rule of Sound Decisionmaking What, Exactly, Is an Advantage? Two Central Questions and Four Central Activities Sound Methods Do Not Weigh Advantages and Disadvantages Instant CBA and the Recognition-Response Process The Five-Step Skill-Learning Process The Principle of Anchoring Anchored Versus Unanchored Questions and Judgments The Two-List Method Preference Charts and Preference Curves Deciding Importance: Three Principles and Four Considerations The Bridge Design Experiment Vital Thinking Skills for Sound Decisionmaking The Sound Decisionmaking Vocabulary It Isn't "Just" a Matter of Semantics Sound Methods Do Not Weigh Factors Sound Methods Do Not Weigh Attributes Sound Methods Weigh Advantages Arithmetic, Reading, Writing, and Choosing By Advantages The Methods Principle How Can We Consistently Make Sound Decisions? How Can We Simplify Sound Decisionmaking? The Tabular Method Special Methods for Complex Decisions Special Methods for Money Decisions Simple Methods for Simple Decisions Very Simple Methods for Very Simple Decisions Conclusion References Index
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