Home The People Advantage Leading & Managing How Leaders Make Winning Decisions

How Leaders Make Winning Decisions

Phil Rosenzweig shows, drawing on examples from business, sports and politics, this sort of decision-making relies on mastering two very different abilities.

 

Left Brain, Right Stuff: How Leaders Make Winning Decisions

Philip Rosenzweig

By Professor Philip Rosenzweig
Dozens of books have been published recently on the errors and biases that affect our judgments and choices.
Drawing on cognitive science, their lessons are excellent for many kinds of decisions – consumer choice and financial investments, for example – but stop short of addressing many of the most important decisions we face in management, where we can actively influence outcomes and where competitive forces mean we have to outperform rivals.
As Phil Rosenzweig shows, drawing on examples from business, sports and politics, this sort of decision-making relies on mastering two very different abilities.
First, the analytical problem-solving skills associated with the brain’s left hemisphere; and second, what Tom Wolfe called ‘the Right Stuff’: the ability to take calculated risks.

 

Bringing fresh and often surprising insights to topics including confidence and overconfidence, the uses and limits of decision models, leadership and authenticity, expert performance and deliberate practice, competitive bidding and new venture management, Left Brain, Right Stuff, the myth-busting follow-up to The Halo Effect, explains how to perform when making even the most difficult decisions.

Profile Books ● Paperback ● ISBN 9781781251362 
Buy hard copy or Kindle eBook

Why Smart People Make Stupid Decisions

Stefan MichelArturo BrisHoward H. Yu

By Professor Stefan Michel, Professor Arturo Bris, Professor Howard H. Yu and Michael Sorell with Lindsay McTeague
Contributor: Yves-Laurent Grize
 

75 executives attended an IMD Discovery Event that presented an overview of behavioral finance, behavioral pricing and related fields. Participants’ eyes were opened to the traps of linear decision making in dynamic and complex systems, and they were able to reflect on their own biases and irrational behaviors and apply the insights to their day-to-day work. 

To read the full article, click here >

Discovery Events are exclusively available to members of IMD’s Corporate Learning Network. To find out more, go to www.imd.org/cln.