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Informationen zum Autor Max H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at Harvard Business School. Michael D. Watkins is Professor of General Management at IMD in Lausanne, Switzerland, and co-founder of Genesis Advisers, a leadership development company. Klappentext Two leading experts in managerial decision making show that many disasters in business are preceded by clear warning signals that leaders either miss or purposely ignore. Here they outline the six danger signals that suggest a predictable surprise may be imminent. Zusammenfassung Even the best-run companies can get blindsided by disasters they should have anticipated. This book shows you how to minimize your risk by understanding and lowering the psychological, organizational, and political barriers preventing you from foreseeing calamity. Inhaltsverzeichnis Preface Acknowledgments Chapter 1: What is a Predictable Surprise? A Preview Part I. Prototypes of Predictable Surprises Chapter 2: September 11 - the Costs of Ignoring a Predictable Surprise Chapter 3: The Collapse of Enron and the Failure of Auditor Independence Part II. Why Don't We Act on What We Know? Chapter 4: Cognitive Roots: The Role of Human Biases Chapter 5: Organizational Roots: The Role of Institutional Failures Chapter 6: Political Roots: The Role of Special-Interest Groups Part III. Preventing Predictable Surprises Chapter 7: Recognition: Identifying Emerging Threats Earlier Chapter 8: Prioritization: Focusing on the Right Problems Chapter 9: Mobilization: Building Support for Preventative Action Chapter 10: Future Predictable Surprises Appendices
