Description
Bad strategy often begins as a confident answer no one slowed down enough to question. Leadership decision making often fails before a plan reaches execution. The issue is not intelligence, ambition, or data volume, but the hidden bias patterns that shape what leaders notice, ignore, and defend.This book reframes fast and slow thinking as a management system. It examines how anchoring fixes early assumptions, how loss aversion protects weak initiatives, and how confirmation bias turns meetings into evidence filters.Rather than treating judgment as a personal trait, it shows decision quality as an organizational capability. Strategy rooms, budget reviews, hiring panels, and risk committees all become places where cognitive bias either compounds or gets contained.For European companies facing regulation, inflation pressure, and cross-border complexity, clearer judgment becomes strategic infrastructure. The advantage lies in seeing where thinking fails before systems do. A union organizer turned writer who fought for rights firsthand, combining self-help advocacy tools, business ethics on fair labor, and histories of worker uprisings across centuries.
