A Systems Thinking Decision-Making Process

This book illustrates how to access the right information for making the best decisions during turbulent times. It is written from an experienced-based perspective that is beneficial for those looking for the development and improvement of the decision-making process. The approach is centered on the author's experience in developing and implementing effective and efficient approaches to decision-making in business and government. Based on those experiences, this book provides insights into how to improve the decision making process of your organization, whether it be large or small.

For decision makers and those providing market information for making decisions, this book provide guidelines for a framework which includes systems thinking. For those interested in change management and corporate governance, the book presents examples where it was done well and some examples where it was not and the ensuring consequences.

Autorentext

Vincent Barabba is the Co-founder and Chairman Market Insight Corporation (Scottsdale, AZ, USA) which created MyProductAdvisor.com --- a consumer-facing web site designed to provide shoppers with unbiased customized automotive product recommendations. He retired in 2003 as the General Manager of Corporate Strategy and Knowledge Development at the General Motors Corporation where he played a critical role in the development of OnStar. He was a member of the first California Citizens Redistricting Commission, he twice served as Director of the U.S. Bureau of the Census, and was President of the American Statistical Association, and was inducted into the Market Research Council Hall of Fame.

He is the co-author of Wise Decision Making (2017 Amazon Books), Business Strategies for a Messy World (2013 Palgrave Macmillan), Hearing the Voice of the Market (1991 Harvard Business School Press), and The 1980 Census: Policy Making Amid Turbulence (1983 Lexington Books). Mr. Barabba also authored The Decision Loom (2011 Triarchy Press), Surviving Transformation (2004 Oxford University Press) and Meeting of the Minds (1995 Harvard Business School Press).

Inhalt
1. An Uncertain and More Complex Environment Requires you Learn From Your Decisions Question the Known and Seek Answers to the Unknown.- 2. How the Journey to Improved Decision Making Started with my Introduction to the Silo Problem and the Importance of Understanding Both Sides of a Story.- 3. What Was Learned by Supporting and Making Decisions During Local and National Political Campaigns.- 4. My First Government Job Getting to the Census Bureau.- 5. My First a Job in the Private Sector - Xerox.- 6. My Second Job in Government Back to the Bureau.- 7. My Second Job in the Private Sector - Getting to Kodak on My Way to General Motors.- 8. My Final Job in the Private Sector - How Early Involvement in the GM Decision-Making Process Led to the Effective Use of Market Research.- 9. Using Systems Thinking to Create an Experienced Based Decision Process.- 10. Keep an Open Mind, Think Systemically, and Encourage Transparency.- 11. Encourage Learning.- 12. Based on Good and Bad Experiences, A Beginning Discussion of the Potential Decision-Making Framework From Which Lessons Can Be Learned and Burnt Toast Can be Avoided.- 13. Based on Good and Bad Experiences, A Beginning Discussion of the Potential Decision-Making Framework From Which Lessons Can Be Learned and Burnt Toast Can be Avoided.- 14. How Using the Right Decision Process Could Have Avoided Kodak's Predisposed Mindset That Led to Burnt Toast.- 15. Developing the Design and Implementation of an Inquiry Center That Contributes to the Ability to Avoid Burnt Toast.- 16. The Benefit of Leadership's Improved Thinking and Decision Making that Overcame the Desire of Some to Focus Exclusively on the Existing Business.