In all these cases, smart decision makers misjudged their adversaries, largely because they failed to understand how their enemies' actions and strategies were shaped by different values and beliefs to their own. We may think such beliefs are irrational merely because we do not share them. They may appear confusing and ill judged. But as Beatrice Heuser ably shows in this pithy book, strategy making is a tricky business, marred by bias, irrationality, bureaucratic politics, colliding government interests, and complex procedures and structures. Assessing our adversaries as not only irrational but also illogical is a dangerous game that can lead to flawed and, on occasions, catastrophically bad decisions. This book explains why.
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