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# Highly Recommended《Bran-New + Hardcover Edition + New Paradigm & Strategies For Decision Making In Highly Uncertain World》Phil Rosenzweig - LEFT BRAIN RIGHT STUFF : How Leaders Make Winning Decisions

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6 months ago oleh trustedplatform

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RM30

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This New York Times & The Wall Street Journal bestseller in hardcover edition is a bran-new book and nicely wrapped with protective book-wrapper. The original new book is sold at usual price RM121.76. Now here Only at RM30. Rosenzweig (IMD Business School, Switzerland; author for : "The Halo Effect" And "the Eight Other Business Delusions that Deceive Managers", 2007) offers a different slant on how successful businessmen and other leaders assess risk. Left Brain, Right Stuff takes up where other books about decision making leave off. For many routine choices, from shopping to investing, we can make good decisions simply by avoiding common errors, such as searching only for confirming information or avoiding the hindsight bias. But as Phil Rosenzweig shows, for many of the most important, more complex situations we face—in business, sports, politics, and more—a different way of thinking is required. Leaders must possess the ability to shape opinions, inspire followers, manage risk, and outmaneuver and outperform rivals. Making winning decisions calls for a combination of skills: clear analysis and calculation —left brain— as well as the willingness to push boundaries and take bold action— right stuff. Real-world decisions demand the combination of left brain analysis (eg careful analysis and management of risk) and right stuff ambition (willingness to step into the unknown). Of course leaders need to understand the dynamics of competition, to anticipate rival moves, to draw on the power of statistical analysis, and to be aware of common decision errors—all features of left brain thinking. But to achieve the unprecedented in real-world situations, much more is needed. Leaders also need the right stuff. ➽ In business, they have to devise plans and inspire followers for successful execution; ➽ In politics, they must mobilize popular support for a chosen program; ➽ In the military, commanders need to commit to a battle strategy and lead their troops; ➽ And In start-ups, entrepreneurs must manage risk when success is uncertain. In every case, success calls for action as well as analysis, and for courage as well as calculation. Cognitive psychologists have accumulated convincing evidence about how many of our decisions depend on intuitive thinking, a right-brain function, rather than left-brain, rational judgment. Numerous experiments have demonstrated how a positive mindset and reliance on intuition can play an important role in success in sports, but our right-brain rapid-response system may also lead us to overoptimism and biases that cloud judgment in other situations. The author concurs with Nobel Prize winner Daniel Kahneman that it is necessary to be wary of gut reactions when we are faced with making decisions as investors or consumers, especially in situations that leave us open to manipulation. “That makes good sense when we're asked to make a judgment about something we cannot influence,” writes Rosenzweig, but the story changes when it is up to us to make things happen. In a high-stakes, win-or-lose competitive situation, effective leaders need to evaluate intangibles. “When we can influence outcomes, positive thinking—even holding [overoptimistic] views that are somewhat exaggerated—can be beneficial,” he writes. The author provides examples taken from real-life situations involving major corporate leaders—e.g., competitive bidding for government contracts or mergers and acquisitions—in which undue caution can be more dangerous than overoptimism. Rosenzweig's title deliberately recalls the phrase coined by novelist Tom Wolfe to describe an experienced fighter pilot's willingness to take calculated risks. Overoptimistically underbidding may mean taking a loss rather than making a profit, but it can also be a spur to creative solutions that cut costs. “Strategic decisions are not made by individuals acting alone,” writes the author, “but are taken by executives acting within an organizational setting, who must mobilize others to achieve goals.” A provocative reconsideration of the power of positive thinking. Always entertaining, often surprising, and immensely practical, Left Brain, Right Stuff draws on a wealth of examples in order to propose a new paradigm for decision making in synch with the way we have to operate in the real world. Rosenzweig's smart and perceptive analysis of research provides fresh, and often surprising, insights on topics such as confidence and overconfidence, the uses and limits of decision models, the illusion of control, expert performance and deliberate practice, competitive bidding and new venture management, and the true nature of leadership. About the Author Phil Rosenzweig is professor at IMD in Lausanne, Switzerland, where he works with leading companies on questions of strategy and organization. He is a native of Northern California, where he worked for Hewlett-Packard. Prior to IMD, he was an assistant professor at Harvard Business School. Rosenzweig's PhD is from the Wharton School, the University of Pennsylvania. He is the author of numerous articles in journals including Harvard Business Review, California Management Review, Management Science, and Strategic Management Journal. His 2007 book, The Halo Effect...and the Eight Other Business Delusions that Deceive Managers, was described by the Wall Street Journal as “a trenchant view of business and business advice” and lauded by Nassim Nicholas Taleb as “one of the most important management books of all time.”

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