Dramatically improve the decisions you make every day using insights from the latest neuroscienceWe make hundreds of decisions daily, from small ones - such as what to wear today and how to drive to work - to big ones - such as the company strategy and whether to launch a restructuring program that may impact thousands of people. In business, studies suggest that company executives spend 40% of their time making decisions and that the effectiveness of their decisions largely drives the results of the companies that they lead.In Super Deciders: The Science and Practice of Making Decisions in Dynamic and Uncertain Times, a team of renown researchers and business advisors deliver an application of the latest advances in neuroscience to effectively making the most difficult decisions, those we make in dynamic environments, in situations of uncertainty when we need to predict outcomes, we're missing relevant information, time is scarce, and the environment is constantly changing.The book is written in three parts. In the first part, the book offers a practical framework for making effective decisions under uncertainty. In the second part, the book discusses approaches to effectively implement those decisions, thus managing change at every level, from the individual to the organizational. Finally, the book develops suggestions on how leaders can diagnose and improve - in themselves and in the people they lead - the cognitive abilities relevant to decision-making.You'll also find:* An enlightening business narrative detailing the journey of a fictional leader of an international travel operator named Inuk.* Six cases that put you into real-life situations of making difficult decisions and that help you assess your decision-making effectiveness.* An accessible and fun introduction to the neuroscience of decision-making.Ideal for managers, executives, directors, and other business leaders, Super Deciders is a can't-miss decision-making playbook that you've been waiting for.

Foreword by Mario Greco xiiiIntroduction xixPrologue xxviiPart One: Understanding Decisions Under UncertaintyChapter 1: Making Great Predictions 3Chapter 2: Case 1: Making People Decisions 19Chapter 3: Developing Options to Approximate the Right Decision 29Part Two: Making Decisions Under UncertaintyChapter 4: Case 2: Making Strategic Decisions 57Chapter 5: Identifying Assumptions and Testing Them 69Chapter 6: Case 3: Making Decisions About Company Growth 95Chapter 7: Developing Better Options 107Part Three: Managing the Tensions Created by Decisions Under UncertaintyChapter 8: Case 4: Implementing Decisions 129Chapter 9: Managing Change 135Part Four: Becoming Super DecidersChapter 10: Case 5: Making Work- Life Balance Decisions 157Chapter 11: Becoming Better at Making Decisions 165Chapter 12: Case 6: Making "Tough" Decisions 185Chapter 13: Preparing to Be Wrong 195Part Five: ConclusionsChapter 14: Epilogue 211Chapter 15: Conclusions 215Notes 225Appendixes 227References 249About the Authors 267Index 271