The little book of big decision models : the 70 most useful models to help you say yes or no

About the authorAcknowledgementsIntroductionHow to get the most out of this book Chapter 1 - The principles of decision making IntroductionModel 1: Townsend's rules of decision makingModel 2: The McNamara fallacy - The vital information that decision makers ignoreModel 3: Using quantitative (hard) and qualitative (soft) data in decision makingModel 4: Kreiner and Christensen the consequence model Model 5: Tenenbaum and Schmid's decision making spectrumModel 6: Roger and Blenko's rapid decision making modelModel 7: Cognitive mapping - understanding how your colleagues thinkModel 8: Tacit knowledge and decision makingModel 9: The standard decision making modelConclusion Chapter 2 - Using data in decision making Introduction Model 10: The Pareto principle and the important vital fewModel 11: Lewin's force field analysis of the support and opposition to a decisionModel 12: Scenario analysis and charting possible futuresModel 13: Delphic forecasting and how to firm up predictionsModel 14: Johnson, Scholes and Wittingham mapping stakeholder's reactionsModel 15: Egan's shadow side model - dealing with the politics of decisionsModel 16: The SCAMPER model and finding creative solutionsModel 17: De Bono's six thinking hats - generating different perspectivesConclusions Chapter 3 - Enhancing your decision making skillsIntrductionModel 18: The Eisenhower principle and the delegation of decisionsModel 19: The feedback and criticism grid Model 20: Learning to think outside the boxModel 21: Goleman: Using emotional intelligence to make better decisionsModel 22: Sumantra and Bruch reclaiming your jobConclusion Chapter 4 - Decisions models about youIntroductionModel 23: Christensen's strategy for a happy lifeModel 24: The making - of you model and how your past influences the presentModel 25: The rubber band model - what holds you back and pulls you forward? Model 26: The crossroads model and which road to follow nextModel 27: The personal performance model and job satisfaction Model 28: Csikzenmihalyi's flow model and the joy of working in 'the zone'Model 29: Maslow's Pyramids - what you want and what you needModel 30: The Euffe Elbaek model - a guide to your personality Model 31: Johari windows - a guide to your personalityModel 32: The personal potential trap and how to avoid becoming a prisoner of other peoples' expectationsModel 33: Your attitude to riskConclusion Chapter 5 - Decision Models about other peopleIntroductionModel 34: Goffee and Jones - why should anyone be led by you?Model 35: Hersey and Blanchard's situational leadership modelModel 36: Manzoni and Barsoux - how managers set staff up to failModel 37: Denseraeu, Graen and Haga - how managers set staff up to succeed Model 38: Herzberg's motivation and hygiene theory - choosing the right carrotsModel 39: The feedback sandwich - delivering negative feedbackModel 40: McGregor's features of effective and ineffective teamsModel 41: The team model - building a well balanced team Conclusion Chapter 6 - Strategic and market decision modelsIntroduction Model 42: The standard product life cycleModel 43: The gap in the market model Model 44: The hype cycle market model Model 45: The long tale market model Model 46: The diffusion market modelModel 47: Milgram's six degrees of separation modelModel 48: Kim and Mauborgne's blue ocean strategy Model 49: Offshoring core activitiesModel 50: Moore's headpin theoryModel 51: The Boston Consulting Group product analysis gridConclusion Chapter 7 - Organisational threat analysisIntroduction  Model 52: SWOT - Done right! Model 53: PEST - Done right! Model 54: The unexploded bomb (UXB) model - unknown and unforeseen threats Model 55: Nicholas and Teleb's black swan model and unknowable threatsModel 56: The black box model Conclusion Chapter 8 - Financial and statistical modelsIntroductionModel 57: Risk reward analysisModel 58: Kaplan and Norton balanced scorecardModel 59: Discounted cashflow (DCF) - Calculating today's value of tomorrows returnsModel 60: Cost benefit analysis - Accounting for non-financial factors Model 61: Breakeven analysis - knowing if you can reduce pricesModel 62: Gap analysis - closing the gap between forecast and target Model 63: Zero based budgeting - making the right budget cutsConclusion Chapter 9 - How to successfully implement your decisionsIntroduction Model 64: Round's TRAP model Model 65: Johnson's three rules of project managementModel 66: Shewhart's plan, do, check, act (PDCA) implementation model   Model 67: Orlandella and Reason's Swiss cheese model and how to stop problems escalatingModel 68: Setting SMART targets that get resultsModel 69: Kim and Mauborgne's tipping point leadership - How to sidestep/overcome implementation problemsModel 70: Cooperrider and Srivastva's appreciative inquiry model (A1) and the power of positivity  Personal characteristic and how they can produce good and bad decisions The First 11 Team  A Final Word Recommended reading