HBSP (USA)
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Pattern Recognition: How Our Mental Processes Increase the Likelihood of Making Flawed Decisions
Finkelstein, Sydney; Whitehead, Jo; Campbell, AndrewBook Chapter HBS-3606BC-EPattern recognition is a great friend to decision makers. It allows us to make (mostly) good judgments, filling in gaps in information based on our past experience. This process is not foolproof, however, and can cause failures in judgment if we're not careful, especially when we think we have sufficient relevant experience in situations when we do not. As the authors explain in this chapter, we need to identify when erroneous pattern recognition...Starting at €8.20
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Misleading Experiences: How to Spot This Common Cause of Flawed Decisions
Finkelstein, Sydney; Whitehead, Jo; Campbell, AndrewBook Chapter HBS-3609BC-EComplex decisions involving interpretation and judgment are difficult to get right. Especially considering the fact that our brains have developed decision making processes that rely heavily on our past experience. Misleading experiences are a common source of error in decision making that occur when the brain erroneously connects memories that seem similar to the situation we are currently assessing. But how do we know when an experience is misl...Starting at €8.20
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Inappropriate Self-Interest: A Beguiling and Unconscious Influence on Decision Making
Finkelstein, Sydney; Whitehead, Jo; Campbell, AndrewBook Chapter HBS-3611BC-EThe demise of Enron stands out as an iconic story of self-interest and its corrosive effect on decision making. This story of corruption, however, is extreme, and we might be tempted to think that self-interest is a rare influence on decision making, limited to a few dishonest or misguided people. Not true. In fact, the impact of self-interest is much more pervasive. It can affect the decisions of the most thoughtful and upstanding leaders. It ca...Starting at €8.20
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Inappropriate Attachments: How to Avoid Letting Personal Attachments Lead Decision Making Astray
Finkelstein, Sydney; Whitehead, Jo; Campbell, AndrewBook Chapter HBS-3612BC-EPersonal attachments surround us and can have a major role in any decision, sometimes to our extreme detriment. Attachments are very important to consider. They bring meaning and joy to our lives--they include attachments to our friends and families, to communities, to places, and even to objects that have taken on significance for us. It would be virtually impossible not to be affected by these attachments as we make decisions, but, under certai...Starting at €8.20
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Nestle's Creating Shared Value Strategy
Porter, Michael E.; Kramer, Mark R.; Herman, Kerry; McAra, SarahCase HBS-716422-EStrategyThis case considers Nestl 's creating shared value (CSV) strategy, which focused on the three categories of nutrition, water, and rural development. In the packaged food and beverage industry, pressure had mounted since the 1990s to improve supply chain sustainability and provide healthier, more natural foods, leading to consolidation and causing sales to decline in the 2010s. With 150 years' experience in the industry, Nestl had transformed i...Starting at €8.20
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Experts Are More Persuasive When They're Less Certain (Spanish version)
Tormala, Zakary; Berinato, ScottArticle HBS-F1103DA new study by Zakary Tormala of Stanford Business School looks at how the certainty of a person's opinion affects his ability to influence others. A lot depends on whether the opinion is from an expert or an amateur. The surprising finding: Experts are more persuasive when they express uncertainty, but amateurs are more compelling when they express confidence.Starting at €8.20
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"You Have to Lead from Everywhere"
Allen, Thad; Berinato, ScottArticle HBS-R1011D-ELeadership and People ManagementWhen responding to a complex, fast-moving crisis, leaders must constantly adapt their mental models and create a "unity of effort," argues Allen, a retired U.S. Coast Guard admiral and the national incident commander for the Deepwater Horizon oil spill. That's a much bigger management challenge than approaching the job as a military operation and drawing on unity of command, and it can require nuanced and creative strategies, such as deciding to ...Starting at €8.20
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If You Want to Motivate Someone, Shut Up Already
Irwin, Brandon; Berinato, ScottArticle HBS-F1307D-EEveryone gets better with a little coaching. But new research from a professor at Kansas State shows that silent coaches get significantly greater improvements than coaches who spout constant encouragement.Starting at €8.20
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Cooks Make Tastier Food When They Can See Their Customers
Buell, Ryan W.; Kim, Tami; Tsay, Chia-Jung; Berinato, ScottArticle HBS-F1411B-ELeadership and People ManagementThe unexpected benefits of increasing transparency between employees and customers.Starting at €8.20
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Putting Yourself in the Customer's Shoes Doesn't Work
Hattula, Johannes; Berinato, ScottArticle HBS-F1503B-EMarketingA new series of experiments reveals that empathy tends to make marketers more egocentric.Starting at €8.20