文档介绍：SPECIAL ISSUE
uary 2006
DECISION
MAKING
BETTER > FASTER > SMARTER
52 Who Has the D?
How Clear Decision Roles Enhance
Organizational Performance
Paul Rogers and Marcia Blenko
62 Evidence-Based Management
Jeffrey Pfeffer and Robert I. Sutton
76 Stop Making Plans;
Start Making Decisions
Michael C. Mankins and
Richard Steele
18 HBR CASE STUDY
88 Decisions Without Blinders All the Wrong Moves
Max H. Bazerman and Dolly Chugh David A. Garvin
peting on Analytics 32 A Brief History of Decision Making
Thomas H. Davenport Leigh Buchanan and Andrew O’Connell
42 FRONTIERS
Decisions and Desire
Gardiner Morse
108 BEST OF HBR
Conquering a Culture of Indecision
Ram Charan
118 BEST OF HBR
The Hidden Traps in Decision Making
01> John S. Hammond, Ralph L. Keeney,
and Howard Raiffa
0773361 64803
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76
Features
62
January 2006
52 Who Has the D? How Clear Decision Roles
anizational Performance
52
Paul Rogers and Marcia Blenko
Decision-making bottlenecks can erode performance
even in highly panies. The most impor-
tant step in unclogging them is to clarify roles and re-
sponsibilities. A practical approach sorts out who makes
mendations, who must agree, who gives input,
who makes the final decision, and who gets it done.
62 Evidence-Based Management
Jeffrey Pfeffer and Robert I. Sutton
Where do most managers turn for guidance when they
have decisions to make? Surprisingly, just about every-
where except the latest and best knowledge of what actu- 88 Decisions Without Blinders
ally works. It’s time to change that. Max H. Bazerman and Dolly Chugh
Even when spared a deluge of data and given ample
76 Stop Making Plans; Start Making Decisions time to make decisions, most executives fail to take into
Michael C. Mankins and Richard Steele account the most critical information at the right time.
Understanding such bounded awareness is the first step
pany’s strat