Download Why Decisions Fail : Avoiding the Blunders and Traps That by Paul C. Nutt PDF

By Paul C. Nutt

Humans worry a call which may become a debacle - a choice riddled with negative practices generating giant losses that turn into public. This publication unearths how a choice can become a fiasco and the way to avoid this from occurring.

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Key insiders had no idea what motivated the choices of company officials. This denied decision makers at BeechNut access to ideas that could offer ways to escape the morass prompted by cost pressure from the parent company. Clarifying your direction eliminates these misunderstandings and opens up the search for answers. Quality and its impact on revenue as a direction for the BeechNut recall decision would have opened the door to questions about dumping the concentrate. Being clear about expected results is set aside in the rush to find a remedy, also sidetracks direction setting.

Only after Peterson had rooted out these old perceptions could he deal with the distrust that had been fostered by them and embark on new product designs that led to the highly successful Sable and Taurus. To show that quality mattered at Harley-Davidson, a new CEO had to demonstrate that he wanted things to change. The cost-based incentives inherent in fast-running production lines had been drummed into the workforce over many years. To root them out, top management called on Harley’s workers to stop the production line if they spotted a quality problem.

These costs are almost always underestimated, as is the time to do the required tailoring. Decision makers drawn to seeing “how others do it” are also pulled away from innovation and search. The search for ideas, and for an innovative one that provides “first mover” advantage, is often waylaid by the desire for a quick fix and the lure of current business practices. Getting caught in a limited search trap increases the risk of failure. The traps of limited search and no innovation and how to avoid them are discussed in Chapter 7.

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