Editorial Review:
Make Every Decision Your Best Decision Executives rate decision-making ability as the most important business skill, but few people have the training they need to make good decisions consistently. Becoming a good decision-maker is like training to be a top athlete: Just as the best coaches use training methods to help athletes develop proper techniques and avoid mistakes, Dr. J. Edward Russo and Dr. Paul J. H. Schoemaker have developed a program that can help you avoid "decision traps" -- the ten common decision-making errors that most people make over and over again. Dr. Russo and Dr. Schoemaker have improved the decision-making skills of thousands of Fortune 500 executives with this program. Now you can use their decision-making techniques to make sure that your last bad decision was your last bad decision.
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Customer Reviews
Average Customer Rating: 
Excellent book on decision making 2005-11-05
This book discusses ten common errors that people make in decision making, and how to avoid them. When I first saw this title, I was not that interested, because I wanted a book on how to make decisions, not on the errors that people make. After reading it, I find the information to be very useful and practical. This is one of my all time favorite books, I go back to it every so often, and even after reading it a few times I find myself making some of the errors that are discussed in the text. Hopefully I don't make as many as I used to! I know the ideas in this book have been a very substantial help in improving my decision making process, and I am getting better as time goes by. Very highly recommended!!
I loved this simple book about the process behind good decisions 2005-10-24
I write about scientific careers, and one of my favorite books is Decision Traps. I recommend this book to anyone who is facing a major career decision, and who would like to separate the emotion from the facts in the decision process. Too often we cloud our decisions with personal feelings and ill-conceived "rules of thumb." This book will help you eliminate decision shortcuts which traditionally DON'T lead to the best answer. It worked for me in my personal life as well. Really helps you understand how your mind works.
Practical and Insightful, In a newer version 2004-12-28
I read this book as part of a class in graduate school, and I found it to be quite practical, not only providing insights into ways that decisions can go wrong, but also steps that can be taken to reduce biases in your decisions due to errors in the process, although some of the strategies can only be effectively implemented at the organizational level.
I consulted this book because it was in two different bibliographies, one from my professor's notes, the other from Plous' book, "The Psychology of Judgment and Decision Making." What I didn't realize until after I had read this book was that it has been updated and reissued under a different name, "Winning Decisions : Getting It Right the First Time." If I were buying it again, I would order the newer version.
Too much belief in personal judgment 2004-06-26
Most decisionmakers make the same kinds of error. There needs to be a frame for each problem. There should be avoidance of plunging in and relying too heavily on supposed good judgment. Drawing boundaries are part of framing the questions. Managers are apt to draw narrow boundaries.
Sometimes there is a failure to draw a boundary line. There is the sunken cost fallacy, basing current and future changes in operation on past expenditures for equipment. One is influenced by reference points in the the problem frame. Some decisions make sense through several different frames. In such a case there can be certainty that the decision is a good one.
Good communicators align their communications with the listeners' frames. Virtually all people put too much trust in their own opinions. Most people favor data supporting current belief. Wrongly we associate confidence with competence. One should be a realist when making a decision and an optimist when implementing it. Rules of thumb and other decisionmaking shortcuts are called heuristics. The disadvantages of intuitive decisionmaking are more profound than people realize.
Members of groups may agree prematurely on wrong decisions. Groups may suffer from too much cohesiveness, harmony, pressure, insulation, and strong leadership. In group think people practice self-censorship, pressure others, give in to an illusion of invulnerability and erroneous stereotyping. Groups composed of people of mixed types of personality are useful--receptive versus focused and thinking versus feeling types.
The book is written in veritable outline form, presumably to get the attention of busy managers. It has a extensive notes supplementing the text giving a student of business and other fields an opportunity to pursue related lines of inquiry.
A simple but high value management tool book 2001-06-05
A comprehensive outline of the major 10 decision traps from decision psychology aspects.I benefit a lot from the book's reminder on those "traps" which I have also committed some. A good value book.
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