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Leaders and Managers want quick answers, quick ways to reach solutions, ways and means to access knowledge that won’t eat into their precious time and quick ideas that deliver a big result.  The Little Book of Big Decision Models cuts through all the noise and gives managers access to the very best decision-making models that they need to to keep things moving forward. Every model is quick and easy to read and delivers the essential information and know-how quickly, efficiently and memorably.

Little Book of Big Decision Models, The: The 70 most useful models to help you say Yes or No

• Chapter 1 - The principles of decision making
• Introduction
• Model 1: Townsend’s rules of decision making
• Model 2: The McNamara fallacy - The vital information that decision makers ignore
• Model 3: Using quantitative (hard) and qualitative (soft) data in decision making
• Model 4: Kreiner and Christensen the consequence model
• Model 5: Tenenbaum and Schmid’s decision making spectrum
• Model 6: Roger and Blenko’s rapid decision making model
• Model 7: Cognitive mapping - understanding how your colleagues think
• Model 8: Tacit knowledge and decision making
• Model 9: The standard decision making model
• Conclusion
• Chapter 2 - Using data in decision making
• Introduction
• Model 10: The Pareto principle and the important vital few
• Model 11: Lewin’s force field analysis of the support and opposition to a decision
• Model 12: Scenario analysis and charting possible futures
• Model 13: Delphic forecasting and how to firm up predictions
• Model 14: Johnson, Scholes and Wittingham mapping stakeholder’s reactions
• Model 15: Egan’s shadow side model - dealing with the politics of decisions
• Model 16: The SCAMPER model and finding creative solutions
• Model 17: De Bono’s six thinking hats - generating different perspectives
• Conclusions
• Chapter 3 - Enhancing your decision making skills
• Intrduction
• Model 18: The Eisenhower principle and the delegation of decisions
• Model 19: The feedback and criticism grid
• Model 20: Learning to think outside the box
• Model 21: Goleman: Using emotional intelligence to make better decisions
• Model 22: Sumantra and Bruch reclaiming your job
• Conclusion
• Chapter 4 - Decisions models about you
• Introduction
• Model 23: Christensen’s strategy for a happy life
• Model 24: The making – of you model and how your past influences the present
• Model 25: The rubber band model - what holds you back and pulls you forward?
• Model 26: The crossroads model and which road to follow next
• Model 27: The personal performance model and job satisfaction
• Model 28: Csikzenmihalyi’s flow model and the joy of working in â€?the zone’
• Model 29: Maslow’s Pyramids - what you want and what you need
• Model 30: The Euffe Elbaek model - a guide to your personality
• Model 31: Johari windows - a guide to your personality
• Model 32: The personal potential trap and how to avoid becoming a prisoner of other peoples’ expectations
• Model 33: Your attitude to risk
• Conclusion
• Chapter 5 - Decision Models about other people
• Introduction
• Model 34: Goffee and Jones - why should anyone be led by you?
• Model 35: Hersey and Blanchard’s situational leadership model
• Model 36: Manzoni and Barsoux - how managers set staff up to fail
• Model 37: Denseraeu, Graen and Haga - how managers set staff up to succeed
• Model 38: Herzberg’s motivation and hygiene theory - choosing the right carrots
• Model 39: The feedback sandwich - delivering negative feedback
• Model 40: McGregor’s features of effective and ineffective teams
• Model 41: The team model - building a well balanced team
• Conclusion
• Cha