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3、hatcognitionthatleadsus,timeandapersonwhowasright51%ofthetimeagain,tobasedecisionsontoonarrowcouldrise–asJovanovichdid–fromaworldview.In“DecisionsWithoutbeingatextbooksalesmantobeingBlinders,”heanddoctoralcandidatetheCEOofaFortune500publisher.DollyChughexplainhowt

4、oavoidAnd,ofcourse,thenumberofcorrecttheseself-settraps.BabsonCollege’sdecisionsapersonmakesoftenmat-TomDavenport,meanwhile,describesterslessthantherelativevalueofthosedecisions.theformidabledecision-makingstyleofcompaniesthatDecisionsaretheessenceofmanagement.The

5、y’rewhatcreatecompetitiveadvantageoutofanalytics.managersdo–sitaroundalldaymaking(oravoiding)deci-Gooddecisionmakingdependsforemostonaccounta-sions.Managersarejudgedontheoutcomes,andmostofbility.Whosedecisionisit?That’sthesubjectofaknowingthem–mostofus–haveonlythe

6、foggiestideahowwedoandpracticalarticlecalled“WhoHastheD?”byBaincon-whatwedo.After-the-factaccountsofadecisionarealmostsultantsPaulRogersandMarciaBlenko.Idaresaythatanyalwaysfictiverationalizations.Thissame“retrospectiveco-organizationthatusestheauthors’methodtoclar

7、ifydeci-herence,”asafriendcallsit,isseeningroupdecisions.Insionrightswillbebettermanagedasaresult.mostcompanies,consultantsMichaelMankinsandRichardOneofthepleasuresofputtingtogetheraspecialissueSteelesay,what’scalledstrategicplanningreallyservesasofHBRisthechancet

8、osearchpastissuesforarticlestore-amechanismforratifyingandfundingdecisionsthatwerepublish.We’vechosentwostandouts:RamCharan’s“Con-madeadhocmonthsbefore.