We now possess the capability to make great business decisions in even the most difficult situations with the use of today's advanced software capability. The authors, who are experts in the field, explain the new science of decision-making and offer examples and advice that will enable readers put it to use in their organizations.Introduction PART I: A NEW DECISION-MAKING MODEL Don't Follow the Rules, But Do Embrace Case-based Reasoning Why It Matters: Greater Profit through Better Choices Software Based on the Science of Decision-Making: Tools Organizations Can Use PART II: THE SOFTWARE ARGUMENT Identify and Design around the Pain Points Gather and Index the Right Stories and Expertise The Prototype PART III: IMPLEMENTATION: PROBLEMS AND POSSIBILITIES The Human Factor: Reflect the Particular Cognitive and Emotional Responses of Users Emphasize Cause-and-Effect over Precision Analysis Obstacles and Opportunities
As the world gets more complex and demanding, fast-paced decision-making becomes the difference between success or obsolescence. A new software design concept to facilitate our decision-making may be the next 'big thing'. The authors present a compelling argument and case history to support an assertion that the next big thing has already arrived. - Richard Sheridan, CEO, Menlo Innovations
There are many books on business decision making, and some are reasonably good; however, no other book matches this one in breadth of vision and will be uniquely valuable to organizations that live or die on the quality of the time-constrained, high-stakes decisions they must make. - Professor Ray Bareiss, Director of Educational Programs, Carnegie-Mellon University/Silicon Valley
The authors start from some essential truths about cognition. By combining them with a solid grasp of business realities and software possibilities they are able to describe a realistic future in which machines promote the sharing of human wisdol³2