Chapter 1 - The principles of decision making Introduction Model 1: Townsend''s rules of decision making Model 2: The McNamara fallacy - The vital information that decision makers ignore Model 3: Using quantitative (hard) and qualitative (soft) data in decision making Model 4: Kreiner and Christensen the consequence model Model 5: Tenenbaum and Schmid''s decision making spectrum Model 6: Roger and Blenko''s rapid decision making model Model 7: Cognitive mapping - understanding how your colleagues think Model 8: Tacit knowledge and decision making Model 9: The standard decision making model Conclusion Chapter 2 - Using data in decision making Introduction Model 10: The Pareto principle and the important vital few Model 11: Lewin''s force field analysis of the support and opposition to a decision Model 12: Scenario analysis and charting possible futures Model 13: Delphic forecasting and how to firm up predictions Model 14: Johnson, Scholes and Wittingham mapping stakeholder''s reactions Model 15: Egan''s shadow side model - dealing with the politics of decisions Model 16: The SCAMPER model and finding creative solutions Model 17: De Bono''s six thinking hats - generating different perspectives Conclusions Chapter 3 - Enhancing your decision making skills Intrduction Model 18: The Eisenhower principle and the delegation of decisions Model 19: The feedback and criticism grid Model 20: Learning to think outside the box Model 21: Goleman: Using emotional intelligence to make better decisions Model 22: Sumantra and Bruch reclaiming your job Conclusion Chapter 4 - Decisions models about you Introduction Model 23: Christensen''s strategy for a happy life Model 24: The making - of you model and how your past influences the present Model 25: The rubber band model - what holds you back and pulls you forward? Model 26: The crossroads model and which road to follow next Model 27: The personal performance model and job satisfaction Model 28: Csikzenmihalyi''s flow model and the joy of working in ''the zone'' Model 29: Maslow''s Pyramids - what you want and what you need Model 30: The Euffe Elbaek model - a guide to your personality Model 31: Johari windows - a guide to your personality Model 32: The personal potential trap and how to avoid becoming a prisoner of other peoples'' expectations Model 33: Your attitude to risk Conclusion Chapter 5 - Decision Models about other people Introduction Model 34: Goffee and Jones - why should anyone be led by you? Model 35: Hersey and Blanchard''s situational leadership model Model 36: Manzoni and Barsoux - how managers set staff up to fail Model 37: Denseraeu, Graen and Haga - how managers set staff up to succeed Model 38: Herzberg''s motivation and hygiene theory - choosing the right carrots Model 39: The feedback sandwich - delivering negative feedback Model 40: McGregor''s features of effective and ineffective teams Model 41: The team model - building a well balanced team Conclusion Chapter 6 - Strategic and market decision models Introduction Model 42: The standard product life cycle Model 43: The gap in the market model Model 44: The hype cycle market model Model 45: The long tale market model Model 46: The diffusion market model Model 47: Milgram''s six degrees of separation model Model 48: Kim and Mauborgne''s blue ocean strategy Model 49: Offshoring core activities Model 50: Moore''s headpin theory Model 51: The Boston Consulting Group product analysis grid Conclusion Chapter 7 - Organisational threat analysis Introduction Model 52: SWOT - Done right! Model 53: PEST - Done right! Model 54: The unexploded bomb (UXB) model - unknown and unforeseen threats Model 55: Nicholas and Teleb''s black swan model and unknowable threats Model 56: The black box model Conclusion Chapter 8 - Financial and statistical models Introduction Model 57: Risk reward analysis Model 58: Kaplan and Norton balanced scorecard Model 59: Discounted cashflow (DCF) - Calculating today''s value of tomorrows returns Model 60: Cost benefit analysis - Accounting for non-financial factors Model 61: Breakeven analysis - knowing if you can reduce prices Model 62: Gap analysis - closing the gap between forecast and target Model 63: Zero based budgeting - making the right budget cuts Conclusion Chapter 9 - How to successfully implement your decisions Introduction Model 64: Round''s TRAP model Model 65: Johnson''s three rules of project management Model 66: Shewhart''s plan, do, check, act (PDCA) implementation model Model 67: Orlandella and Reason''s Swiss cheese model and how to stop problems escalating Model 68: Setting SMART targets that get results Model 69: Kim and Mauborgne''s tipping point leadership - How to sidestep/overcome implementation problems Model 70: Cooperrider and Srivastva''s appreciative inquiry model (A1) and the power of positivity.