『予測できた危機をなぜ防げなかったのか？：組織・リ－ダ－が克服すべき３つの障壁』（原書） Predictable Surprises : The Disasters you Should Have Seen Coming, and How to Prevent Them (Leadership for the Common Good)

『予測できた危機をなぜ防げなかったのか？：組織・リ－ダ－が克服すべき３つの障壁』（原書）<br>Predictable Surprises : The Disasters you Should Have Seen Coming, and How to Prevent Them (Leadership for the Common Good)

ポイントキャンペーン

『予測できた危機をなぜ防げなかったのか？：組織・リ－ダ－が克服すべき３つの障壁』（原書）
Predictable Surprises : The Disasters you Should Have Seen Coming, and How to Prevent Them (Leadership for the Common Good)

Bazerman, Max H./ Watkins, Michael

Harvard Business Review Press（2008/03発売）

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製本 Paperback:紙装版/ペーパーバック版／ページ数 336 p.
言語 ENG
商品コード 9781422122877
DDC分類 658.403

基本説明

邦訳：2011年12月・東洋経済新報社
It shows how to minimize risk by understanding and lowering the psychological, organizational, and political barriers preventing you from foreseeing calamity. The book describes the powerful tools - including incentives and formal coalitions - that business leaders can use to ferret out and fend off threats.

Full Description

Even the best-run companies can get blindsided by disasters they should have anticipated. These predictable surprises range from financial scandals to operational disruptions, from organizational upheavals to product failures. In "Predictable Surprises", Max H. Bazerman and Michael D. Watkins show you how to minimize your risk by understanding and lowering the psychological, organizational, and political barriers preventing you from foreseeing calamity. They then describe the powerful tools - including incentives and formal coalitions - that business leaders can use to ferret out and fend off threats invisible to insiders. Failure see what's coming exposes your company to predictable surprises. Given the stakes involved, this book should count among every business leader's most trusted resources.

Preface Acknowledgments Chapter 1: What is a Predictable Surprise? A Preview Part I. Prototypes of Predictable Surprises Chapter 2: September 11 - the Costs of Ignoring a Predictable Surprise Chapter 3: The Collapse of Enron and the Failure of Auditor Independence Part II. Why Don't We Act on What We Know? Chapter 4: Cognitive Roots: The Role of Human Biases Chapter 5: Organizational Roots: The Role of Institutional Failures Chapter 6: Political Roots: The Role of Special-Interest Groups Part III. Preventing Predictable Surprises Chapter 7: Recognition: Identifying Emerging Threats Earlier Chapter 8: Prioritization: Focusing on the Right Problems Chapter 9: Mobilization: Building Support for Preventative Action Chapter 10: Future Predictable Surprises Appendices