000			03281cam a2200409 a 4500
001			798613602
003			OCoLC
005			20190729104912.0
008			120921s2013 nyu b 001 0 eng
010			_a2012038225
019			_a839546970
020			_a9780307956392 (hbk.)
020			_a0307956393 (hbk.)
020			_z9780307956415 (e-isbn)
020			_z0307956415 (e-isbn)
035			_a(OCoLC)798613602 _z(OCoLC)839546970
040			_aDLC _beng _cDLC _dBTCTA _dBDX _dOCLCO _dYDXCP _dUPZ _dHHO _dIUK _dMLY _dCDX _dABG _dBWX _dNSB _dVET _dNSB _dFIN
042			_apcc
049			_aEY87
050	0	0	_aHD30.23 _b.H395 2013
082	0	0	_a153.8/3 _223
100	1		_aHeath, Chip.
245	1	0	_aDecisive : _bhow to make better choices in life and work / _cChip Heath and Dan Heath.
250			_a1st ed.
260			_aNew York : _bCrown Business, _cc2013.
300			_a316 p. ; _c22 cm.
504			_aIncludes bibliographical references (pages [255]-256) and index.
505	0		_aThe four villains of decision-making -- Widen Your Options. Avoid a narrow frame ; Multitrack ; Find someone who's solved your problem. -- Reality-Test Your Assumptions. Consider the opposite ; Zoom in, zoom out ; Ooch. -- Attain Distance Before Deciding. Overcome short-term emotion ; Honor your core priorities. -- Prepare to be Wrong. Bookend the future ; Set a tripwire -- Trusting the process -- Clinic 1: Should a small company sue a bigger competitor? -- Clinic 2: Should a young professional move to the city? -- Clinic 3: Should we discount our software? -- Overcoming obstacles.
520			_aThe authors introduce a four-step process designed to counteract the biases that inevitably creep into the decision-making process. Research in psychology has revealed that our decisions are disrupted by an array of biases and irrationalities: We are overconfident. We seek out information that supports us and downplay information that does not. We get distracted by short-term emotions. When it comes to making choices, it seems, our brains are flawed instruments. Unfortunately, merely being aware of these shortcomings does not fix the problem, any more than knowing that we are nearsighted helps us to see. The real question is: How can we do better? In this book the authors, based on an exhaustive study of the decision-making literature, introduce a four-step process designed to counteract these biases. It takes readers on an unforgettable journey, from a rock star's ingenious decision-making trick to a CEO's disastrous acquisition, to a single question that can often resolve thorny personal decisions. Along the way, we learn the answers to critical questions like these: How can we stop the cycle of agonizing over our decisions? How can we make group decisions without destructive politics? And how can we ensure that we don't overlook precious opportunities to change our course? This book offers strategies and practical tools enabling us to make better choices. Because the right decision, at the right moment, can make all the difference.
650		0	_aDecision making.
650		2	_aDecision Making.
700	1		_aHeath, Dan, _d1973-
948			_au362016
949			_aHD30.23 .H395 2013 _wLC _c1 _hEY87 _i33039001265379
596			_a1 2
903			_a23823
999			_c23823 _d23823