McKinsey Quarterly. 2014 1st Quarter, Issue 1, p106-115. 10p. 1 Color Photograph. The article discusses decision support systems or prediction models and also the decision outcomes that executives can directly and indirectly influence.
McKinsey Quarterly. 2013, Issue 2, p112-112. 1p. 4 Color Photographs. The article discusses the four steps which brothers Chip and Dan Heath, authors of "Decisive: How to Make Better Choices in Life and Business," recommend for improving decision making.
McKinsey Quarterly. 2013, Issue 2, p66-76. 11p. 6 Color Photographs. An interview is presented with Chip Heath, professor of organizational behavior at Stanford University's Graduate School of Business, and "McKinsey Quarterly" magazine's Paris, France office director Olivier Sibony who offer information about how senior organizational managers can improve their decision-making effectiveness.
The RPD Process was first identified by research psychologists Gary Klein, Roberta Calderwood, and Anne Clinton-Cirocco in the late 1980s. Klein then published the process in his 1999 book "Sources of Power: How People Make Decisions." Klein is best-known for pioneering the field of naturalistic decision making “ the study of how people make decisions in demanding and high-pressure situations.
Journal of Behavioral Decision Making. Dec2011, Vol. 24 Issue 5, p456-481. Analyses of multi-attribute decision problems are dominated by accounts which assume people select from a repertoire of cognitive strategies to make decisions.
City A.M; London [London] 08 May 2014: 28. Here are some of the more general tips from the literature. 1 Get the right structure Getting the right people involved in the process is the first and most crucial step, according to the Vroom-Yetton-Jago Decision Model.