Introduction: Why decision making is so hard -- Section one. Getting started: The hidden traps in decision making - understand the misperceptions and biases that cloud your judgment / by John S. Hammond, Ralph l. Keeney, and Howard Raiffa -- Who has the D?: how clear decision roles enhance organizational performance - identify first who needs to be involved and in what ways / by Paul Rogers and Marcia W. Blenko -- A checklist for making faster, better decisions - seven steps for making stronger choices consistently / by Erik Larson -- Section two. Generate possible solutions: Idea generation: the basics - encourage open, candid dialogue -- Better brainstorming - ask questions to look at the problem in new ways / by Hal Gregersen -- Brainswarming: a new approach to finding solutions - use both top-down and bottom-up thinking / by Tony McCaffrey -- The four phases of design thinking - question, care, connect, and commit / by Warren Berger -- When solving problems, think about what you could do, not what you should do - you'll come up with more creative options / by Francesca Gino -- Section three. Evaluate your options: To make better choices, look at all your options together - you have a higher chance of making the best decision / by Shankha Basu and Krishna Savani -- The pros and cons of pros-and-cons lists - there are pluses and minuses / by Chris Charyk -- Even swaps: a rational method for making trade-offs - how to compare options when you have apples and oranges / by John S. Hammond, Ralph L. Keeney, and Howard Raiffa -- Making better decisions with less data - be selective about the information you need / by Tanya Menon and Leigh Thompson -- A 6-part tool for ranking and assessing risks - a quantitative approach for strategic choices / by Luke Bencie and Sami Araboghli -- How to tackle your toughest decisions - questions to ask in the gray areas / by Joseph L. Badaracco -- When it's safe to rely on intuition (and when it's not) - consider your expertise level, decision type, and time available / by Connson Chou Locke -- Section four. Make the choice and follow through: Stop worrying about making the right decision - focus on making the choice turn out right / by Ed Batista -- When to stop deliberating and just make the call - know which decisions are worth spending time on / by Thomas H. Davenport -- What to do after you choose - notify the right people - in the right way -- Be transparent about your decision-making process - earn a reputation as a fair manager / by Liane Davey -- Why people challenge your decision and what to do about it - ensure your decisions stick / by Robert M. Galford, Bob Frisch, and Cary Greene -- Stop second-guessing your decisions - how to move on without regret / by Carolyn O'Hara -- Section five. Managing tough situations: When your team always struggles to reach consensus - outline a plan in advance / by Bob Frisch and Cary Greene -- How to choose between bad options - and get people to accept your choice / by David Maxfield -- What to do when you've made a wrong decision - act fast and communicate lessons learned / by Dorie Clark -- Make good decisions, even when you're short on time - whether you have two weeks or twenty minutes / by Nick Tasler.
