Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right
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Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right

2.94 of 5 stars 2.94  ·  rating details  ·  35 ratings  ·  4 reviews
Your guide to making better decisions

Despite the dizzying amount of data at our disposal today—and an increasing reliance on analytics to make the majority of our decisions—many of our most critical choices still come down to human judgment. This fact is fundamental to organizations whose leaders must often make crucial decisions: to do this they need the best available in...more
Hardcover, 288 pages
Published April 3rd 2012 by Harvard Business Review Press (first published March 13th 2012)
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Bob Selden
This book is about decision making and particularly about how organisational knowledge can be harnessed and used in a collaborative approach to the big decisions organisations need to make to remain successful.

"Judgment Calls" looks at 12 case studies of organisations which have made successful decisions at critical times and the processes CEOs and senior managers have used to engender a collaborative rather than a top-down leader approach. For me, the most important parts of the book are the Pr...more
Anitha
The case studies in this book are practical examples of good decisions made by teams that made them achieve great success henceforth, and is easily applicable by anyone reading the book at their organizations.
Alec Geno
This book is an anecdotal account of different scenarios which the author believes contain significant acts of judgment. While these scenarios may be helpful for some people, particularly those who can relate to the people in the particular situations, it draws loose conclusions about the nature of judgment itself. As a result, its relevance is likely lacking for the person who wants to know more about judgment itself. In fact, one of the most fruitful conclusions that I took away from the books...more
Andrea
I just couldn't get into this one. Each chapter focused on a different organization and a different decision, but once introduced, I found the discussion tedious and sort of full of obvious points. I was "reading" this one as an audiobook and I have very little patience for boring audiobooks as me nodding off while driving would be a very bad thing. So I gave up on this one.
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Tom Davenport holds the President's Chair in Information Technology and Management at Babson College. His books and articles on business process reengineering, knowledge management, attention management, knowledge worker productivity, and analytical competition helped to establish each of those business ideas. Over many years he's authored or co-authored nine books for Harvard Business Press, most...more
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