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The Decision Loom : A Design for Interactive Decision-Making in Organizations
Decision-making has been one of the principal victims of 'modern' thinking.The 'analytical' approach has, of course, brought us vaccines, electricity and the internal combustion engine.But, in seeking to break things down into their component parts and improve the parts, governments and businesses continue to make some astonishingly bad decisions.What's more, many enterprises still pay close attention to 'decisions' whilst overlooking the bigger picture: the organizational system within which those decisions get made.The book sets out to change our 'analytical' habit and invites enterprises to consider the bigger picture.Author Vince Barabba explains an elegantly simple approach to making better decisions.He calls this approach 'The Decision Loom' and bases it on Systems Thinking, Design Thinking and Complexity Theory.Drawing on a lifetime of experience, Vince Barabba sets out, in The Decision Loom, the four core capabilities that any organization needs to put in place to make his proposed approach to decision-making work. They cover 1) having an 'Enterprise Mindset that is open to change', 2) thinking and acting holistically, 3) having an adaptable business design and 4) using the right combination of problem-solving and decision-making methods.Part 1 of the book - The Journey - chronicles the author's professional life, focusing on more than 30 'Lessons Learned'.To name just one: 'Surface and make explicit the underlying assumptions that would have to be true for your particular problem-solving approach to prevail.' Each lesson is derived from - and illustrated by - his professional experience in major political campaigns and at Xerox, Kodak, GM, the U.S.Census Bureau and elsewhere. Part 2 describes an 'Interactive Decision Loom', sets out the capabilities required to make it work, and sketches an 'idealized design' for creating a Decision Loom in your own organization.It focuses on the process of inquiry (which must underpin decision-making), anticipating problems, and the four core organizational (not individual) capabilities needed in a dynamically complex organization (that is to say, all organizations). The four capabilities all draw on the lessons learned in Part 1 of the book and are illustrated by brief case studies from: LEGO, Xynteo, Patagonia Clothing, Nintendo, Cisco, and McDonald's.If you choose to create a Decision Loom yourself in your own organization, the outcome will be: Greater interaction across the enterprise leading to an enterprise that is greater than the sum of its parts.
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Decision Day
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Katy's Decision
After this summer, Katy’s life may change forever. Katy is looking forward to the best summer ever as her closest friend, Shelby, is staying with her after an accident forces her to miss her family’s mission trip.But when Katy’s aunt faces a serious illness and needs the girls to run the fabric store, Katy’s plans fall apart.Suddenly what should have been a summer of relaxation becomes filled with long hours at the shop.But then a Mennonite boy visits her community for the summer.His presence complicates her life, as do her feelings for Bryce, her non-Mennonite crush. Katy has several decisions to make by the time August arrives, the largest being whether she will attend school in the fall and follow her dreams, or continue on in her Mennonite life to help her family.Katy struggles to choose between the two worlds she loves, but the final decision may be out of her hands.
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Decision Height
From the winner of the 2013 Kennedy Center American College Theatre Festival comes a story about friendship and the complex though essential role of women in wartime.Virginia Hascall has left her home and fiancee to become a Women Airforce Service Pilot and do her part to help defeat the Axis powers in the Second World War. Through triumph and tragedy she and her sisters in flight suits learn as much about themselves as they do about airplanes.As the war rages over there the women form a
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Decision-making
Taking decisions might be part of your job description, but it canoften feel daunting, lonely and exhausting. This shortguide walks you through the decision-making process step by step and, bybreaking it down, makes it both less intimidatingand more achievable.It will help you to understand what your decisions aremeant to achieve, look at the factors that influence the quality of thosedecisions and outline the key actions to take in making the decision,implementing it and learning from it.It will also help you to understand theprocesses and dynamics of decision-making and who is best placed to makedecisions.
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Decision Made
Decision Made
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Decision Points
Decision Points is the extraordinary memoir of America's 43rd president.Shattering the conventions of political autobiography, George W.Bush offers a strikingly candid journey through the defining decisions of his life.In gripping, never-before-heard detail, President George W.Bush brings readers inside the Texas Governor's Mansion on the night of the hotly contested 2000 election; aboard Air Force One on September 11, in the hours after America's most devastating attack since Pearl Harbour; at the head of the table in the Situation Room in the moments before launching the war in Iraq; and behind the Oval Office desk for his historic and controversial decisions on the financial crisis, Hurricane Katrina, Afghanistan, Iran, and other issues that have shaped the first decade of the 21st century.President Bush writes honestly and directly about his flaws and mistakes, as well as his accomplishments reforming education, treating HIV/AIDS in Africa, and safeguarding the country amid chilling warnings of additional terrorist attacks.He also offers intimate new details on his decision to quit drinking, discovery of faith, and relationship with his family.A groundbreaking new brand of memoir, Decision Points will captivate supporters, surprise critics, and change perspectives on one of the most consequential eras in American history - and the man at the centre of events.
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Decision Paralysis
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