olivier sibony

NOISE(H) DANIEL/SIBONY KAHNEMAN, OLIVIER ET ALStoring 9 denkfouten bij het nemen van strategische beslissingen【電子書籍】 Olivier SibonyYou 039 re About to Make a Terrible Mistake How Biases Distort Decision-Making and What You Can Do to Fight Them【電子書籍】 Olivier SibonyRESUMO - You’re About To Make A Terrible Mistake / O senhor est prestes a cometer um erro terr vel Como os preconceitos distorcem a tomada de decis es e o que o senhor pode fazer para combat -los por Olivier Sibony【電子書籍】RESUMO - Cracked it / Rachado : Como resolver grandes problemas e vender solu es como os melhores consultores de estrat gia por Bernard Garrette Corey Phelps e Olivier Sibony【電子書籍】 Shortcut EditionD nt shozatali csapd k Hogyan visznek t v tra a torz t sok ( s mit tehet nk ellen k) 【電子書籍】 Olivier SibonyR apprendre d cider Et si choisir les strat gies gagnantes tait un vrai sport d 039 quipe 【電子書籍】 Olivier SibonyStai per commettere un terribile errore Come evitare le trappole del pensiero【電子書籍】 Olivier SibonyVoc est prestes a cometer um erro terr vel Como lutar contra as armadilhas do pensamento e tomar decis es melhores【電子書籍】 Olivier Sibony洋書 HBR 039 s 10 Must Reads on Making Smart Decisions (with featured article Before You Make That Big Decision... by Daniel Kahneman, Dan Lovallo, and Olivier Sibony)Workbook on Noise: A Flaw In Human Judgment by Daniel Kahneman Olivier Sibony (Fun Facts Trivia Tidbits)【電子書籍】 PowerNotes PowerNotesYou 039 re About to Make a Terrible Mistake How Biases Distort Decision-Making and What You Can Do to Fight Them【電子書籍】 Olivier SibonyHBR 039 s 10 Must Reads on Making Smart Decisions (with featured article Before You Make That Big Decision... by Daniel Kahneman, Dan Lovallo, and Olivier Sibony)【電子書籍】 Harvard Business ReviewSummary of Noise by Daniel Kahneman, Olivier Sibony, and Cass R. Sunstein - A Flaw in Human Judgment - A Comprehensive Summary【電子書籍】 Alexander Cooper
 

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  • DANIEL/SIBONY KAHNEMAN, OLIVIER ET AL LITTLE BROWN USA2021 English アメリカ合衆国 ISBN:9780316451406 洋書 Social Science(社会科学) Psychology
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  • <p>In ‘Storing’ laat hoogleraar en oud-consultant Olivier Sibony zien dat zelfs de scherpste leidinggevenden desastreuze beslissingen kunnen nemen doordat ze ten prooi vallen aan denkfouten, waarom deze fouten keer op keer gemaakt worden, en hoe ze ingebakken zijn in de menselijke hersenen. Moet je als bedrijf met deze menselijke feilbaarheid leren leven en de risico’s incalculeren? Zeker niet, stelt Sibony. In ‘Storing’ combineert hij spraakmakende praktijkvoorbeelden met de laatste inzichten uit de gedragseconomie en cognitieve psychologie. Hij reikt veertig concrete technieken aan om je bedrijf daadwerkelijk strategisch slimmer te maken. Maak effectief gebruik van de collectieve intelligentie in je organisatie, richt vervolgens je hele besluitvormingsstructuur in naar dit principe en je zult zien dat de kwaliteit van je beslissingen enorm verbetert. Nooit eerder werden de valkuilen bij het nemen van zakelijke beslissingen zo helder uitgelegd.</p>画面が切り替わりますので、しば...
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  • <p><strong>Discover nine common business decision-making traps -- and learn practical tools for avoiding them -- in this</strong> <em><em>"masterful," research-based guide from a professor of strategic thinking</em>.</em>** <strong>(Daniel Kahneman, author of <em>Thinking, Fast and Slow</em>)</strong></p> <p>We all make decisions all the time. It's so natural that we hardly stop to think about it. Yet even the smartest and most experienced among us make frequent and predictable errors. So, what makes a good decision? Should we trust our intuitions, and if so, when? How can we avoid being tripped up by cognitive biases when we are not even aware of them?</p> <p>In <em>You're About to Make a Terrible Mistake!</em>, strategy professor and management consultant Olivier Sibony draws on dozens of fascinating and engaging case studies to show how cognitive biases routinely lead all of us -- including even the most renowned business titans -- into nine comm...
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  • <p>Ao ler este resumo, o senhor vai descobrir que todos os indiv?duos s?o levados a tomar decis?es erradas por causa de um julgamento irracional.</p> <p>O senhor tamb?m vai descobrir :</p> <p>as cinco fam?lias de preconceitos cognitivos que influenciam sua tomada de decis?es;</p> <p>por que esses vieses n?o podem ser corrigidos;</p> <p>como eles podem ser controlados;</p> <p>quais s?o as ferramentas para mitigar seus efeitos.</p> <p>O senhor ?s vezes toma decis?es que nem sempre s?o do seu interesse: fumar, comer comida desequilibrada, n?o praticar esportes... Sem estar ciente disso, suas a??es s?o influenciadas por muitos preconceitos cognitivos. Obviamente, essas m?s decis?es tamb?m t?m repercuss?es no trabalho. Segundo um estudo, 28% dos dirigentes acreditam que sua empresa toma boas decis?es estrat?gicas. Fique certo de que nem todas as empresas s?o dirigidas por incompetentes. S? que, num contexto de fracasso, ? sempre mais tranq?ilizador encontrar um ...
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  • <p>Ao ler este resumo, o senhor descobrir? como as principais empresas de consultoria estrat?gica resolvem problemas complexos e vendem suas solu??es.</p> <p>O senhor tamb?m vai descobrir :</p> <p>por que ? essencial aprender como resolver problemas complexos;</p> <p>a import?ncia de um m?todo rigoroso para conseguir isso;</p> <p>os preconceitos cognitivos que corrompem seu julgamento;</p> <p>o que ? o pensamento de projeto, quando e como us?-lo.</p> <p>Muitas pessoas acreditam que a capacidade de resolver problemas complexos depende de seu QI. No entanto, os estudos sobre o assunto chegam ? mesma conclus?o: O QI s? afeta a capacidade de resolver um problema em 20%. Os consultores de estrat?gia sabem disso: para conseguir isso, um m?todo adequado e de f?cil compreens?o deve ser usado. "Cracked It! explica passo a passo o m?todo usado pelas melhores empresas de consultoria de estrat?gia. Atrav?s das etapas, o senhor poder? definir um problema, estrutur?-lo, ...
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  • <p>Mit tanulhatunk vezet?k?nt a NASA ?rhaj?sait?l az egy?ttm?k?d?sr?l? Od?sszeuszra vagy John Wayne-re tekints?nk ink?bb p?ldak?pk?nt? Milyen tanuls?gokkal szolg?l Paul, a j?spolip a d?nt?shozatalra n?zve? Legyen sz? a megtakar?t?sainkr?l vagy ?ppen egy milli?rdos ?zletr?l, d?nt?shelyzetekben mindannyian k?nnyen hib?zunk. M?ghozz? nem is ak?rhogyan: szisztematikus, kisz?m?that? hib?kat k?vet?nk el. A kognit?v torz?t?sok, m?s n?ven gondolkod?si vagy logikai hib?k m?g akkor is t?v?tra vihetnek, ha tiszt?ban vagyunk a l?tez?s?kkel ?s a vesz?lyeikkel. Olivier Sibony strat?giaoktat? ?s vezet?i tan?csad? k?nyve a viselked?studom?ny ?s a kognit?v pszichol?gia leg?jabb eredm?nyein alapul. A lebilincsel? esettanulm?nyokon kereszt?l olyan m?dszerek ?s folyamatok rendszer?t ismerhetj?k meg, amelyek a kollekt?v intelligenci?t kiakn?zva seg?tenek a legjobb d?nt?sek meghozatal?ban az ?zleti ?s a mag?n?letben egyar?nt.</p>画面が切り替わりますので、しばらくお待ち下さい。 ※ご購入は、楽天kobo商品...
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  • <p>Comment nos entreprises peuvent-elles renouer avec la performance alors que la crise continue de d?primer l'?conomie et la soci?t? fran?aises ? En d?cidant autrement.</p> <p>Acquisitions calamiteuses, guerres de prix involontaires, strat?gies qui tuent le malade qu'elles devaient sauver... Face ? ces situations, le premier r?flexe est toujours le m?me : trouver les coupables ! Pourtant, nos dirigeants ne sont ?videmment pas incomp?tents. Mais ils sont, comme nous tous, victimes de <em>biais cognitifs</em>, d'erreurs de jugement r?currentes et pr?visibles.</p> <p>Pour l'auteur, bien d?cider passe par la force de l'?quipe. Pour cela, les leaders doivent construire une solide architecture de d?cision, une m?thode qui mobilise l'intelligence collective de leur ?quipe.</p> <p>S'appuyant sur les travaux les plus r?cents en ?conomie comportementale et sur son exp?rience des coulisses de la prise de d?cision, Olivier Sibony propose des solutions concr?tes pour d?cider j...
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  • <p>Quando esprimiamo un giudizio o facciamo una scelta, si tratti di un acquisto, di un investimento o di come riuscire a risparmiare, non siamo sempre “razionali”. Le trappole in cui cadiamo, come hanno dimostrato decenni di ricerche condotte dagli psicologi cognitivi, sono i bias, i pregiudizi, che qui vengono smascherati e descritti l’uno dopo l’altro, dall’eccesso di fiducia (in cui si attribuisce un peso eccessivo a una propria convinzione), al bias di conferma (in cui si propende per la decisione che avvalora quanto pensavamo senza considerare le possibili alternative), alla trappola dello status quo (in cui si predilige una decisione che non smuova le acque). L’analisi di Sibony risulter? preziosa per tutti noi che dobbiamo effettuare scelte, ma lo sar? ancora di pi? per amministratori delegati e alti dirigenti che ne saranno sorpresi, spiazzati e anche divertiti, e magari ci si riconosceranno un po’. Brillante, pieno di storie vivide e di grandi lezioni, questo libro ? una...
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  • <p><strong>Olivier Sibony se baseia em estudos de caso fascinantes para mostrar o que leva cada um de n?s ー inclusive os empres?rios mais renomados ー a cair nas nove armadilhas comuns na hora de tomar uma decis?o. Em vez de discutir velhas t?cnicas, Sibony fornece m?todos concretos para ajudar l?deres e gestores a fazerem as melhores escolhas poss?veis.</strong></p> <p>"Uma introdu??o magistral ? tomada de decis?o estrat?gica. ? surpreendente e muito prazeroso de ler." ー Daniel Kahneman, pr?mio Nobel de economia e autor de <em>R?pido e devagar</em></p> <p>Nem sempre tomamos decis?es em nosso pr?prio benef?cio. Na vida pessoal, muitas vezes adotamos h?bitos que fazem mal ? sa?de, compramos produtos de que n?o precisamos s? porque est?o em promo??o e economizamos menos do que dever?amos. Nas empresas n?o ? diferente: p?ssimas escolhas s?o feitas todos os dias ー surpreendentemente, na maioria das vezes por pessoas muito capacitadas ー, e suas consequ?ncias podem s...
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  • *** We ship internationally, so do not use a package forwarding service. We cannot ship to a package forwarding company address because of the Japanese customs regulation. If it is shipped and customs office does not let the package go, we do not make a refund. 【注意事項】 *** 特に注意してください。 *** ・個人ではない法人・団体名義での購入はできません。この場合税関で滅却されてもお客様負担になりますので御了承願います。 ・お名前にカタカナが入っている場合法人である可能性が高いため当店システムから自動保留します。カタカナで記載が必要な場合はカタカナ変わりローマ字で記載してください。 ・お名前またはご住所が法人・団体名義(XX株式会社等)、商店名などを含めている場合、または電話番号が個人のものではない場合、税関から法人名義でみなされますのでご注意ください。 ・転送サービス会社への発送もできません。この場合税関で滅却されてもお客様負担になりますので御了承願います。 *** ・注文後品切れや価格変動でキャンセルされる場合がございますので予めご了承願います。 ・当店でご購入された商品は、原則として、「個...
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  • <p><strong>Workbook on Noise: A Flaw In Human Judgment by Daniel Kahneman & Olivier Sibony (Fun Facts & Trivia Tidbits)</strong></p> <p><strong>Get a comprehensive overview for Noise: A Flaw In Human Judgment by Daniel Kahneman & Olivier Sibony for an immediate in-depth dive into the major themes found in this book.</strong></p> <p>**Have you ever stopped to wonder why we make certain decisions, or moreover, why we make poor decisions despite thinking long and hard? Well, the answer might surprise you. In the process of making decisions, there is this "unwanted variability in professional judgment" called “noise” that leads us to err in our own judgment.</p> <p>In his new book, Noise: A Flaw in Human Judgment, Nobel Prize winner and author, Daniel Kahneman, along with Cass R. Sunstein, and Olivier Sibony, delves into the impact of noise in our society. They reveal how noise is responsible for poor decision-making and they offer solutions on how to minimize its ...
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  • <p>'A <strong>masterful introduction</strong> to the <strong>state of the art in managerial decision-making</strong>. Surprisingly, it is also a <strong>pleasure to read</strong>' ? Daniel Kahneman, author of <em>Thinking, Fast and Slow</em></p> <p>A lively, research-based tour of nine common decision-making traps ? and practical tools for avoiding them ? from a professor of strategic thinking We make decisions all the time. It's so natural that we hardly stop to think about it. Yet even the smartest and most experienced among us make frequent and predictable errors. So, what makes a good decision? Should we trust our intuitions, and if so, when? How can we avoid being tripped up by cognitive biases when we are not even aware of them?</p> <p><em>You're About to Make a Terrible Mistake</em>! offers clear and practical advice that distils the latest developments in behavioural economics and cognitive psychology into actionable tools for making clever, eff...
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  • <p><strong>Learn why bad decisions happen to good managersーand how to make better ones.</strong></p> <p>If you read nothing else on decision making, read these 10 articles. We’ve combed through hundreds of articles in the <strong>Harvard Business Review</strong> archive and selected the most important ones to help you and your organization make better choices and avoid common traps.</p> <p>Leading experts such as Ram Charan, Michael Mankins, and Thomas Davenport provide the insights and advice you need to:</p> <ul> <li>Make bold decisions that challenge the status quo</li> <li>Support your decisions with diverse data</li> <li>Evaluate risks and benefits with equal rigor</li> <li>Check for faulty cause-and-effect reasoning</li> <li>Test your decisions with experiments</li> <li>Foster and address constructive criticism</li> <li>Defeat indecisiveness with clear accountability</li> </ul>画面が切り替わりますので、しばらくお待ち下さい。...
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  • <p><strong>Summary of Noise</strong></p> <p><em>Noise: A Flaw in Human Judgment</em> is the latest book by Daniel Kahneman, Olivier Sibony, and Cass R. Sunstein published in May 2021. The authors discussed in detail the difference between bias and noise, the different types of biases and noise, how they both contribute to error, and strategies that organizations can take in reducing or eliminating them.<br /> With <em>particular</em> reference to noise which is the major theme/topic of the book, the authors also discussed what is called system noise. This system noise which is the unwanted variability in judgment is comprised of three components names level, pattern, and occasion noise.<br /> The book also discussed some objections people or organizations might have towards implementing noise-reduction strategies which they referred to as decision hygiene. It also covers the place of machine learning algorithms and/or artificial intelligence in reducing noise, ...
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