Why do so many companiesmake so many missteps-even while led by hard working, smart, and serious people who expend major time and effort trying to do the right thing? InWhat Were They Thinking? Unconventional Wisdom About Management,Jeffrey Pfefferprovides incisive and engaging responses to this question based on his popular business 2.0 column, "The Human Factor" Pfeffer shows how poor business choices arise when business leaders: FAIL TO CONSIDER THE UNINTENDED CONSEQUENCES OF THEIR ACTIONS. For example, when companies get into financial trouble, they often slash wages, benefits and staff. That boosts cash flow in the short run. But it also drives essential talent--and customers--out the door as service, quality and innovation vanish. RELY ON NAIuml;VE THEORIES OF HUMAN BEHAVIOUR For instance, many executives fall victim to the prevailing-but inaccurate-belief that if you want employess to do something you have to impel them with external forces such as threats or rewards. IGNORE OBVIOUS ANSWERS Many principles governing organizational behaviour are simple and powerful-but companies fail to capitalize on them. To illustrate, leaders could activate the "norm of reciprocity" by demonstrating generosity toward employees and thereby building a loyal and committed workforce.

Yet management theory fails to take such obvious solutions into account.What Were They Thinking?contains twenty-eight short chapters filled with examples, data and insights that challenge conventional beliefs and much accepted management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about a wide range of critical topics-from people management and leadership to performance measurement and competitive strategy.Abounding with solid organizational advice-delivered by Pfeffer himself-this book provides the wise and timely business commentary you need to make the smartest possible decisions for your company.