Book contents
- Frontmatter
- Contents
- Preface
- Introduction
- I OVERVIEW PAPER
- II CONCEPTIONS OF CHOICE
- III BELIEFS AND JUDGMENTS ABOUT UNCERTAINTIES
- IV VALUES AND UTILITIES
- V AREAS OF APPLICATION
- 22 BEHAVIOR UNDER UNCERTAINTY AND ITS IMPLICATIONS FOR POLICY
- 23 THE RELEVANCE OF QUASI RATIONALITY IN COMPETITIVE MARKETS
- 24 HOW SENIOR MANAGERS THINK
- 25 PROBLEMS IN PRODUCING USABLE KNOWLEDGE FOR IMPLEMENTING LIBERATING ALTERNATIVES
- 26 ON THE FRAMING OF MEDICAL DECISIONS
- 27 WHETHER OR NOT TO ADMINISTER AMPHOTERICIN TO AN IMMUNOSUPPRESSED PATIENT WITH HEMATOLOGIC MALIGNANCY AND UNDIAGNOSED FEVER
- 28 THE EFFECT OF PRIVATE ATTITUDES ON PUBLIC POLICY: PRENATAL SCREENING FOR NEURAL TUBE DEFECTS AS APROTOTYPE
- 29 DISCUSSION AGENDA FOR THE SESSION ON MEDICAL DECISION MAKING and MINUTES OF A GROUP DISCUSSION ON CLINICAL DECISION MAKING
- Index
24 - HOW SENIOR MANAGERS THINK
Published online by Cambridge University Press: 01 March 2011
- Frontmatter
- Contents
- Preface
- Introduction
- I OVERVIEW PAPER
- II CONCEPTIONS OF CHOICE
- III BELIEFS AND JUDGMENTS ABOUT UNCERTAINTIES
- IV VALUES AND UTILITIES
- V AREAS OF APPLICATION
- 22 BEHAVIOR UNDER UNCERTAINTY AND ITS IMPLICATIONS FOR POLICY
- 23 THE RELEVANCE OF QUASI RATIONALITY IN COMPETITIVE MARKETS
- 24 HOW SENIOR MANAGERS THINK
- 25 PROBLEMS IN PRODUCING USABLE KNOWLEDGE FOR IMPLEMENTING LIBERATING ALTERNATIVES
- 26 ON THE FRAMING OF MEDICAL DECISIONS
- 27 WHETHER OR NOT TO ADMINISTER AMPHOTERICIN TO AN IMMUNOSUPPRESSED PATIENT WITH HEMATOLOGIC MALIGNANCY AND UNDIAGNOSED FEVER
- 28 THE EFFECT OF PRIVATE ATTITUDES ON PUBLIC POLICY: PRENATAL SCREENING FOR NEURAL TUBE DEFECTS AS APROTOTYPE
- 29 DISCUSSION AGENDA FOR THE SESSION ON MEDICAL DECISION MAKING and MINUTES OF A GROUP DISCUSSION ON CLINICAL DECISION MAKING
- Index
Summary
It is not enough to have a good mind.
The main thing is to use it well.
René DescartesJim LeBlanc phoned Steve Baum, who formerly worked in his division, to ask about the CEO's new corporate task force on quality control that wanted to meet with Jim. Jim, the head of the industrial equipment division of Tanner Corporation, thought that Steve, now director of technology, could help him figure out why the task force wanted to meet with him in two weeks.
“It's because you're doing so damn well down there, boss!” Steve replied.
“Gee, thanks. By the way, Steve, what's the agenda for Singer's staff meeting for next week?” (Singer was the president and Jim's boss.)
“Well, we're going to talk about the reorganization and look at the overhead reduction figures for each division. Then Singer's going to report on last week's executive committee meeting and his trip to Japan.”
“How did it go?”
“His telex from Osaka sounded enthusiastic, but he just got in last night and I haven't seen him yet.”
“Well,” said Jim, “I guess we'll just have to see, but, if you hear something, call me right away because if Osaka comes through I'm going to have to hustle to get ready, and you know how Bernie hates to shake it. Now, about the task force..”
In the space of three minutes, Jim LeBlanc got a lot done.
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- Chapter
- Information
- Decision MakingDescriptive, Normative, and Prescriptive Interactions, pp. 525 - 539Publisher: Cambridge University PressPrint publication year: 1988
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