Index
- Acquisition decisions
- Action. See also Commitment to action
- Action-oriented professionals
- Advocacy/approval myth
- Advocacy myth
- Agenda, decision
- Agreement(s):
- on commitment to action
- decision quality vs.
- in Dialogue Decision Process
- on need for decision
- Agreement trap megabias
- Alignment, with implementers
- Alternatives. See also Creative alternatives
- competition between
- decision maker's right to
- decisions vs. strategies as
- defined
- in Dialogue Decision Process
- early comparisons of
- flying bars for
- good
- hybrid
- improving existing
- judging quality of
- number of
- with related decisions
- values and
- American Oil Company
- Amoco decision analysis case study
- applications of
- clarifying key uncertainties in
- decision issue in
- efficiency and effectiveness of analysis in
- evaluating competing reports in
- identifying key factors in
- uncertainties in
- Analytical complexity
- Anchoring effects
- Application projects
- Applied Imagination (Alex F. Osborn).
- Appropriate frames
- asking questions to develop
- decision hierarchy for creating
- for decisions about working late
- in Dialogue Decision Process
- and interwoven issues in decision making
- judging quality of
- key components of
- mistakes with selecting
- Appropriate frames (Continued)
- for production capacity decisions
- purpose of
- as requirement
- Approval myth. See also Advocacy/approval myth
- Asking questions:
- to clarify purpose of decision
- to develop appropriate frame
- in diagnosis phase
- to judge alternatives
- to judge commitment to action
- to judge frame
- to judge information quality
- to judge reasoning
- to judge values
- Associations, automatic
- Assumptions:
- and narrow framing megabias
- revising
- WYSIATI
- Attention, selective
- Authority
- Automatic associations
- Availability bias
- Backcasting
- Bacon, Francis
- Barabba, Vincent.
- Base case estimates
- Basis, decision
- Behaviors, decision
- Behavioral decision science
- Benefit-to-cost ratio, for DQ framework
- Beshears, John
- Biases. See also Megabiases
- automatic associations and relative thinking as causes of
- avoiding
- behavioral psychologists on
- and DQ journey
- faulty reasoning as cause of
- mental mechanisms behind
- and nature of decisions
- personality and habit-related
- protection of mindset as cause of
- and reliable information
- social influences as causes of
- structure for
- Big Data
- BP
- Brain:
- decision-making systems in
- decision traps and
- satisficing as goal of
- Brainstorming.
- Broad frames
- Business opportunities, weighing
- Camus, Albert
- Capital investment decisions
- Cascades
- Cash flows:
- net present value of, see Net present value of future cash flows (NPV)
- timing of
- Certain equivalents
- Chevron
- China, market entry in
- Clear values and tradeoffs
- for decisions
- and goal of decision making
- for job choice decision
- judging quality of
- for natural gas processing plant
- problems with establishing
- as requirement
- Cognitive dissonance
- Collaboration:
- on creative alternatives
- on frames for decisions
- and organizational decision quality
- Comfort zone megabias
- at Amoco
- DDP to avoid
- as problem with framing
- Commitment to action
- agreement during
- decision maker's right to
- defined
- in DQ Appraisal Cycle
- judging quality of
- for market entry decision
- as mindset
- with participation and ownership
- problems gaining
- as requirement
- reviewing DQ requirements before
- Communication, in DDP
- Company value
- Comparisons, biases using
- Compelling alternatives
- Competing values
- Competition, between alternatives
- Complex decisions:
- DQ framework for
- sound reasoning in
- Complexity
- analytical
- in DQ journey
- faulty reasoning due to
- and narrow framing
- organizational
- simplicity on the other side of
- Confirmation bias
- Conflict
- Conformity
- Confusion, about uncertainty
- Content challenge
- Content experts
- Content selectivity bias
- Context effects
- Contractive phase of generating alternatives
- Control, frame
- Copernicus, Nicolaus
- Costs:
- in Amoco's decision analysis
- anchoring effects in forecasts of
- benefit-to-cost ratio for DQ framework
- reliable information about
- sunk
- weighted average cost of capital
- Covey, Stephen R.
- Creative alternatives
- for business strategy decision
- challenges with generating
- characteristics of good
- in Dialogue Decision Process
- in DQ Appraisal Cycle
- and improving existing alternatives
- judging quality of
- in office move decision
- in oil exploration and development
- as requirement
- strategy table for defining
- Creativity
- Crowdsourcing.
- Cues, inability to reliably combine many
- Culture, organizational
- Cyert, Richard
- Czyzewski, Louis.
- DA, see Decision analysis
- Darwin, Charles
- DDP, see Dialogue Decision Process
- Decide Later or Separately decisions
- Decision(s). See also Significant decisions; Strategic decisions
- about the future
- as alternatives
- alternatives with related
- as good as the best alternative
- clear values and tradeoffs for
- complex
- Decide Later or Separately
- declaring need for
- delaying
- downstream
- DQ framework for improving
- Focus On
- implementing. See also Commitment to action
- medical.
- need for
- operational
- outcomes vs.
- perceptions of others’ vs. our own
- personal
- poor
- quick
- Take as Given
- tradeoffs in
- Decision agenda
- Decision analysis (DA). See also Amoco decision analysis case study
- and biases from faulty reasoning
- at Chevron
- and complexity
- defined
- efficiency and effectiveness of
- financial analysis vs.
- improving company value with
- iterations of
- “Decision Analysis: Applied Decision Theory” (Ron Howard).
- Decision board (decision review board)
- Decision Education Foundation (DEF)
- Decision hierarchy
- Decision makers:
- commitment to action from
- implementers and
- and organizational complexity
- and organizational decision quality
- rights of
- Decision making:
- biases in
- in Dialogue Decision Process
- in DQ Appraisal Cycle
- goal of
- “good-enough” decision or strategy
- information in
- interwoven issues in
- learning to improve
- in organizations
- quality movement and
- Decision-making process. See also Decision quality (DQ) framework
- avoiding traps and biases in
- declaring need for decision in
- destination of
- diagnosis phase of
- setting agenda in
- tailoring
- Decision models
- Decision process and tools (ODQ)
- Decision professionals, see Professionals, decision
- Decision quality, see Quality, decision
- Decision-quality chain.
- Decision quality (DQ) framework:
- benefit-to-cost ratio for
- champions of
- defined
- implementing
- improving decisions with
- journey of adopting
- for organizations, see Organizational decision quality (ODQ)
- requirements in
- Decision quality requirements
- appropriate frame
- assessing current quality of
- clear values and tradeoffs
- commitment to action
- creative alternatives
- disagreement on quality of
- in DQ journey
- improving
- interactions between
- judging decision quality with
- making first passes on
- relevant and reliable information
- reviewing
- revisiting
- sound reasoning
- Decision staff (decision support staff)
- Decision styles bias
- Decision theory
- Decision traps. See also Biases
- avoiding
- frame blindness
- habit and personality-related
- and nature of decisions
- sunk cost
- Decision Traps (J. Edward Russo & Paul Schoemaker)
- Decision trees
- for Amoco
- in DQ Appraisal Cycle
- for sound reasoning
- structuring information on
- Decisive: How to Maker Better Choices in Life (Chip Heath & Dan Heath).
- Declaration of need for decision
- Decoys
- DEF, see Decision Education Foundation
- Delaying decisions
- Deliverables, DDP
- Demand, forecasting
- Descriptive behavioral research
- Devil's advocate
- Diagnosis phase (decision-making process)
- nature of decision in
- tailoring process based on
- Dialogue Decision Process (DDP).
- advantages of
- and advocacy/approval myth
- and comfort zone megabias
- and complexity of decision
- decision board in
- decisions warranting
- diagnosis phase indicating
- and illusion of DQ megabias
- meetings in
- and narrow framing megabias
- for oil exploration and development decision
- phases of
- project team in
- tailoring of
- Differences, between alternatives
- Discomfort, with uncertainty
- Disconfirming evidence
- Discount rate
- Dissonance
- Dorsey, Jack
- Downstream decisions
- DQ Appraisal Cycle.
- assessing current quality of DQ requirements in
- and complexity of decision
- developing initial frames in
- diagnosis phase indicating
- improving weakest links and iterating in
- insights from
- for job choice decision
- making decisions in
- making first passes on DQ requirements in
- and megabiases
- DQ framework, see Decision quality framework
- DQ slider scale:
- in DQ Appraisal Cycle
- and illusion of DQ megabias
- judging quality of decisions with
- Drug companies, decisions vs. outcomes at
- Ease of recall bias
- Eddy, David
- Einstein, Albert
- Entrepreneurs
- Environmental preservation, value of
- Equipment improvement decision
- Equivalents, for tradeoffs
- Equivalent endpoint values
- Estimates
- Ethical standards
- EV, see Expected value
- Even swaps
- Expansion phase of generating alternatives
- Expected value (EV):
- at Amoco
- defined
- in DQ Appraisal Cycle
- flying bars for
- for uncertain outcomes
- Experts:
- content
- reliable information from
- subject matter
- Expertise
- Extroversion
- Facilitative leadership
- Faulty reasoning
- Feasible alternatives
- Feeling type
- Financial analysis
- Financial modeling
- Firm, theory of the
- Flexicoker
- Flying bars:
- overall uncertainty on
- for production capacity decision
- Focus On decisions
- Forecasting:
- anchoring effects in
- of future demand
- by superforecasters.
- Frames. See also Appropriate frames
- broad
- components of
- decision maker's right to
- defined
- in Dialogue Decision Process
- in DQ Appraisal Cycle
- habitual
- initial
- judging quality of
- narrow
- thrown
- Frame blindness trap
- Framing effect
- Framing workshops
- Fukushima nuclear plant disaster
- Full ODQ
- Gas companies, see Oil and gas companies
- General Motors
- Gino, Francesca
- Glasgow, Arnold
- Good-enough strategy
- Group consensus
- Groupthink
- Habits
- Habitual frames
- Halo effect
- Hastie, Reid
- Health organizations
- Heath, Chip.
- Heath, Dan.
- Hesitation to act
- Hierarchy, decision
- Hindsight bias
- Holmes, Oliver Wendell
- Hoteling model
- Howard, Ron.
- Hubbard, Elbert
- Hurdle rates
- Hybrid alternatives
- Illusion of DQ megabias
- Implementation:
- of decision quality framework
- in Dialogue Decision Process
- Implementers
- commitment to action from
- failure to align with
- in market entry decision
- mindsets of strategists vs.
- in organizational decision quality
- Incentives:
- for advocates
- and organizational decision quality
- for sense of ownership
- for unreliable information
- Income, as value driver
- Indirect values
- Influence diagrams, see Relevance diagrams
- Information. See also Relevant and reliable information
- decision maker's right to
- in decision making
- decision perspective on
- defined
- in Dialogue Decision Process
- in DQ Appraisal Cycle
- judging quality of
- relevant
- reliable
- Information technology service organizations
- Intangible values
- Interrogations
- Introversion
- Intuition.
- INtuition-based thinking
- Islands of ODQ
- Iterations:
- and comfort zone megabias
- of decision analysis
- in DQ Appraisal Cycle
- refining frames with
- Job choice decisions:
- clear values and tradeoffs for
- DQ Appraisal Cycle for
- relevant and reliable information for
- sound reasoning for
- Joint ventures
- Judging type
- Judgment, distortions in
- Kahneman, Daniel
- Keough, Hugh E.
- Kettering, Charles F.
- Knowledge maps, see Relevance diagrams
- Lack of frame control
- Leadership:
- and decision quality
- facilitative
- and full ODQ
- and illusion of DQ megabias
- and organizational decision quality
- proactive
- Learning
- Learning frame habit
- Light sweet crude
- Magnitude (decision)
- Manageable sets of alternatives
- Managers
- Manufacturers:
- forecasting future demand by
- market entry decisions for
- production capacity decisions for
- March, Jim
- Market entry decisions
- Marketing
- Market share
- Market testing
- Matheson, David.
- Matheson, Jim.
- MBTI (Myers-Briggs Type Indicator)
- Medical decisions.
- Meetings (DDP)
- Megabiases
- advocacy/approval myth
- agreement trap
- and behavioral psychologists on biases
- comfort zone
- and decision quality
- defined
- and Dialgoue Decision Process
- guidelines for avoiding
- illusion of DQ
- narrow framing
- with strategic decisions
- Mellers, Barbara.
- Microsoft Excel.
- Mindset(s):
- commitment to action as
- defined
- of implementers vs. strategists
- and perspective
- protection of
- Mindware
- Monte Carlo simulations
- Motivational bias
- Myers-Briggs Type Indicator (MBTI)
- Narrative fallacy
- Narrow frames
- Narrow framing megabias
- and appropriate frames
- and DDP
- and DQ Appraisal Cycle
- Natural gas processing plant
- Nature of decision
- Need for decision
- Net present value of future cash flows (NPV).
- in Amoco's decision analysis
- and bias from faulty reasoning
- expected value of
- present equivalent
- in relevance diagrams
- in tornado diagram
- News media, biases in
- Nominal group technique.
- Non-financial values
- Nonnegotiable values
- Normative decision theory
- Not-for-profit organizations
- NPV, see Net present value of future cash flows
- Nutt, Paul
- ODQ, see Organizational decision quality
- Office move decisions
- Oil and gas companies:
- creative alternatives for
- Dialogue Decision Process for
- organizational decision quality at
- strategic decisions at, see Amoco decision analysis case study
- Operational decisions
- Order effects
- O’Reilly, David
- Organizations:
- decision behaviors in
- decision making in
- Organizational complexity
- Organizational culture
- Organizational decision quality (ODQ)
- adoption process for
- at Chevron
- components of
- and decision behaviors in organizations
- effect of
- full
- implementing
- initiating
- islands of
- maturity curve
- sustained enterprise
- Osborn, Alex F.
- Outcomes:
- assigning probabilities to
- and decision quality requirements
- decisions vs.
- on decision trees
- flying bars and range of
- substituting expected values for
- in tornado diagrams
- Overconfidence
- Oversimplification
- Ownership
- Participation
- Pattern recognition models.
- Peace of mind
- Peer pressure
- Perceiving type
- Personal decisions:
- applying DQ framework to
- appropriate frames for
- improving existing alternatives in
- Personality, biases related to
- Perspective, in decision frame
- Picasso, Pablo
- Planning Forum International Conference.
- Plunging in
- Politics, biases in
- Pollard, William
- Possibilities
- Preferences. See also Values
- Preference-based habits
- Prescriptive behavioral research
- Present equivalent NPV
- Proactive leadership
- Probabilities
- on decision trees
- and expected values
- information needed to calculate
- for uncertain outcomes
- Production capacity decisions
- Professionals, decision.
- exercising sound reasoning with
- implementing DQ with
- seeking help from
- Project DQ
- Project team (DDP)
- Protection of mindset biases
- Purpose, in decision frame
- Quality, decision
- agreement vs.
- as destination of decision-making process
- illusion of
- judged at the time the decision is made
- judging
- and leadership
- and megabiases
- project
- right of decision maker to achieve
- value of
- Quality movement
- Questions, asking, see Asking questions
- Quick decisions
- Radical alternatives
- Raiffa, Howard
- Raiffa-Howard Award
- Range estimates
- R&D (research and development)
- Reasoning. See also Sound reasoning
- decision maker's right to
- defined
- faulty
- judging quality of
- Reference point effect
- Regional transportation businesses
- Relative thinking
- Relevance diagrams:
- in Amoco's decision analysis
- for forecasting future demand
- structuring complex decisions with
- Relevant and reliable information
- and Big Data
- decision tree for organizing
- defined
- for forecasting future demand
- and information in decision making
- for job choice decision
- problems with gathering
- as requirement
- structuring
- Relevant information:
- defined
- judging
- on tornado diagrams
- Reliable information:
- defined
- judging
- Representatives of choices, alternatives as
- Research and development (R&D)
- Resources, commitment of
- Revenues
- “Right” frame
- Risk:
- Inappropriate discounting for
- and discount rate
- peace of mind and
- uncertainty and.
- Risk appetite
- Risk aversion.
- Risk factors.
- Rock fetch decision process
- Rogers, Will
- Rolling back decision trees
- Runyon, Damon.
- Russo, J. Edward
- Satisficing.
- Schoemaker, Paul
- Scope (decision)
- SDG, see Strategic Decisions Group
- Selective attention
- Self-serving bias
- Sensing type
- Sensitivity analysis
- Shareholder value
- Significant decisions
- characteristics of
- defined
- DQ Appraisal Cycle for
- on DQ journey
- implementing DQ for
- job choice as
- strategic vs.
- Significant differences, between alternatives
- Simon, Herb
- Sloan, Alfred
- The Smart Organization (David Matheson & Jim Matheson).
- SMEs (subject matter experts)
- Social influences, biases related to
- Society of Decision Professionals.
- Software companies
- Sound reasoning
- about improving company value
- in complex decisions
- decision models for
- in DQ Appraisal Cycle
- expected values for outcomes from
- flying bars for
- inappropriate shortcuts with
- and information quality
- iterations of analyses for
- in job choice decisions
- judging quality of
- in production capacity decisions
- relevance diagram for
- as requirement
- seeking professional help with
- tornado diagrams for
- Speakman, Frederick
- Spetzler, Carl.
- Staff, decision (decision support staff)
- Standard Oil of Indiana
- Stanford University.
- Status quo bias
- Steering committee, see Decision board
- Stein, Ben
- Strategic Decision and Risk Management program.
- Strategic decisions
- at Amoco
- avoid narrow framing megabias with
- characteristics of
- comfort zone megabias in
- creative alternatives for
- decision professionals’ help with
- decision trees for
- Dialogue Decision Process for
- on DQ journey
- examples
- mindset for making
- in oil exploration and development
- Strategic decisions (Continued)
- significant vs.
- tornado diagrams for
- Strategic Decisions Group (SDG).
- and Chevron
- creation of
- decision quality chain of.
- Dialogue Decision Process of
- narrow framing megabias at
- office move decision at
- review of ODQ by
- training from
- Strategies, as alternatives
- Strategists, mindsets of
- Strategy table
- Subject matter experts (SMEs)
- Substitution heuristic
- Substitutions, value
- Suggestibility
- Sunk cost decision trap
- Sunstein, Cass R.
- Superforecasters.
- Sustained enterprise ODQ
- Swaps, even
- System 1 thinking:
- and biases
- and megabiases
- System 2 thinking:
- avoiding biases with
- avoiding megabiases with
- described
- and other mental processes
- System 3 thinking:
- avoiding biases with
- avoiding megabiases with
- described
- and other mental processes
- Take as Given decisions
- Technology, strategic decisions about
- Technology companies
- Thinking type
- Thorne, Hank.
- Thrown frames
- Time, as factor in tradeoffs
- Timelines, DDP
- Tornado diagrams
- in Amoco's decision analysis
- and bias from faulty reasoning
- early
- sensitivity analysis with
- Total Quality Management (TQM)
- Tradeoffs. See also Clear values and tradeoffs
- in business decisions
- defined
- in Dialogue Decision Process
- in job choice decisions
- Training
- Transportation businesses
- Uncertainty(-ies)
- in Amoco case study
- combining.
- data/facts and
- and decisions vs. outcomes
- defined.
- discomfort with
- in DQ journey
- faulty reasoning about
- in financial modeling
- information for dealing with
- key
- overall
- sound reasoning with
- in tornado diagrams
- underestimation of
- Underutilization decisions
- Value. See also Expected value (EV); Net present value of future cash flows (NPV)
- and action
- company
- early calculations of
- of “good enough” decisions
- shareholder
- Values. See also Clear values and tradeoffs
- in business context
- competing
- decision maker's right to
- in DQ Appraisal Cycle
- information for connecting alternatives and
- intangible
- in job choice example
- judging quality of
- non-financial
- nonnegotiable
- and organizational decision quality
- problems clarifying
- Value distribution
- Value drivers
- Value maps, see Relevance diagrams
- Value metrics
- Value substitutions
- Vividness bias
- Weighted average cost of capital (WACC)
- Welch, Suzy
- West Africa
- What You See Is All There Is (WYSIATI) assumption
- White gas distributors
- Why Decisions Fail (Paul Nutt)
- Wiser (Cass R. Sunstein & Reid Hastie)
- Work hours
- Working late, decisions about
- WYSIATI assumption, see What You See Is All There Is assumption
- Xerox
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.