Decision

Author: Wang Min
Publisher:
Publish Date: 2004-09-01
Features: Harvard Business Review is the signature magazine of Harvard Business School, founded in 1922. As one of the authoritative journals in the field of management theory and practice, Harvard Business Review has always been committed to discovering and disseminating cutting-edge ideas, perspectives, and methods in the field of business management, helping managers continuously update their concepts, broaden their horizons, adapt to changes, and progress with the times. Harvard Business Review is widely regarded by readers as one of the "most authoritative, thought-provoking, valuable, and unique" journals in the international management field. The articles selected in this book are not only profound in content but also meticulously arranged. The eight articles start from different perspectives, yet they resonate with each other and revolve around the theme of decision-making. This collection can be divided into three levels. The first level focuses on rational decision-making, which is particularly important for some decision-makers in China. The second level is an evolution and deepening of the first, emphasizing the obstacles to rational decision-making, including interpersonal barriers and psychological traps. "Decision Interpersonal Barriers" raises a thought-provoking question about how all managers, to some extent, consciously or unconsciously prevent this state from being feasible. The third level takes a turn, suggesting that while rational decision-making is important, it is not absolute. In "When to Trust Intuition," the author interviews senior executives from AOL and Johnson & Johnson to study their decision-making styles. Many senior executives say that when making major decisions, they do not rely on any logical analysis but instead use "intuition," "instinct," "premonition," or their inner voice." The author believes that intuition is the ability to perceive patterns, and self-reflection can enhance this ability.