The acclaimed author of The Halo Effect shows what recent books on decision-making have been missing.
Phil Rosenzweig has been a marketing manager for Hewlett-Packard and a Professor at Harvard Business School. Currently he is a Professor at IMD, where he works with leading companies on questions of strategy and organisation. He has taught extensively in executive programs around the world. He is the author of the best-selling The Halo Effect.
Phil Rosenzweig has a gift for puncturing conventional business
nostrums with hard data and critical analysis. And for writing
business books that you can actually read for pleasure.
*John Kay, 'Financial Times' columnist and author of
'Obliquity'*
This fine book argues that the accepted tenets of behavioural
economics are inadequate when dealing with strategic decisions
...The gripping stories neatly reveal the true complexity that is
not captured in laboratory experiments, and put a needed
reality-check on the standard dogma of decision-making. Essential
reading.
*David Spiegelhalter*
Left Brain, Right Stuff will help (force) you to rethink what you
thought you knew about behaviour and decision-making. It will show
you how to avoid the traps that have been set by some very popular
(and dangerously erroneous) writings on the topic. This book will
surprise you, it will challenge your (and your colleagues')
thinking in a very productive way, and it will be fun to read. Read
it twice: once for the enjoyment of it, and once for pragmatic
applications. It is certain to provoke the right kinds of
discussions within your management team, and to raise your
organization's hit rate for effective decision-making.
*Adrian Slywotzky, author of 'The Profit Zone'*
With compelling accounts and research results, Phil Rosenzweig take
us through the world of big, strategic decisions. They are thorny,
complex, and risky, and he shows that they require analytic
thinking, intuitive judgment, and personal confidence without
certitude. Left Brain, Right Stuff delivers an invaluable framework
for making good and timely decisions by all who sit in a leadership
chair.
*Michael Useem, Director of the Wharton Leadership Center,
University of Pennsylvania, and co-author of 'Boards That
Lead'*
Left Brain, Right Stuff intrigued me on a number of levels. By
parsing strategic situations, Rosenzweig convinces that we control
more than we think we do. Go one more step - by believing in
ourselves, we increase the probability of a great outcome. Then add
in what happens in 'winner takes all' environments and the need to
assess relative performance (not objective performance), and my
eyes were opened wide.
*Joanna Barsh, Director Emeritus, McKinsey and Co,*
No one thinks as clearly - and writes as clearly - as Phil
Rosenzweig does about the diagnostic challenges of assessing the
quality of business judgment and about the prescriptive challenges
of improving it.
*Prof. Philip E. Tetlock, University of Pennsylvania, author of
'Expert Political Judgment'*
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