Case-based causal mapping of bad and good decisions -- Best and worst practices in management performance audits:constructing and testing an algorithmic model -- System dynamics research of bad and good decision processes and outcomes -- Decisions about decisions: leveraging the internet to...

Where do brilliant executive wisdom and actions come from? Making Tough Decisions Well and Badly (MTDWB) assesses the literature that examines executives' conscious and non-conscious actions in decision making, implementation and assessment of outcomes. MTDWB includes anecdotal histories of good...

This chapter presents a new model for developing and assessing the decision competencies of executive decision-makers. Prior models consider individual and group decision-making but neglect to consider the impact of group-interactive decision-making on real-world problem-solving and sense-making...

Business realities include delays, unintended downstream consequences, exponential versus linear relationships, “hidden demons,” and virtuous and viscous feedback cycles. Executives often respond to these realities by applying nearsighted short-term solutions that contribute to long-run...

This chapter applies Axelrod’s (1976) and Huff’s (Huff, A. S. (1990). Mapping strategic thought. In A. S. Huff (Ed.), Mapping strategic thought (pp. 88–115). Chichester: Wiley; Jenkins & Huff, 2002) approach to mapping strategic thought (causal mapping) to (1) categorize how manufacturers...