To Blink or not to Blink?

Written by Bob Cannon

Malcolm Gladwell, author of Tipping Point, has gone torepparttar Best Seller list once more with his new book Blink. I don’t want to take anything away from Malcolm because he is a proven best selling author, but how does it happen that a book about decision-making rises torepparttar 137870 status of best seller when there are dozens of other books onrepparttar 137871 subject that never seem to get much pastrepparttar 137872 list of required reading for students?

Maybe a part ofrepparttar 137873 reason forrepparttar 137874 success of this book can be found in an October 2004 report from Teradata, a division of NCR Corporation. That report proclaims that, “Business decision-making is in crisis. The overwhelming majority of respondents, more than 70 percent, say that poor decision-making is a serious problem for business. The top casualties of poor decision-making are profits, company reputation, long-term growth, employee morale, productivity and revenue.”

A decision-making book that didn’t makerepparttar 137875 Best Seller List is Why Decisions Fail, by Paul C. Nutt. In his book, Nutt explainsrepparttar 137876 magnitude ofrepparttar 137877 problem when he writes, “decisions fail half ofrepparttar 137878 time.”

If “decisions fail half ofrepparttar 137879 time,” negatively affecting profits, growth, morale, productivity and revenues,repparttar 137880 evidence would seem to indicate that interest in Decision- Making may be reachingrepparttar 137881 Tipping Point where it will becomerepparttar 137882 hot new topic in business. Just think aboutrepparttar 137883 competitive advantage an organization could gain if they could improve their success rate to even 75% while their competition was still at 50%.

There is also growing evidence that making decisions is becoming even more difficult. J. Edward Russo and Paul J. H. Schoemaker in their book Winning Decisions, point out that we are inundated with information, facing rapid change and rising uncertainty. We have few historical precedents, more frequent decisions, more important decisions, conflicting goals, more opportunities for miscommunication, fewer opportunities to correct mistakes and higher stakes. All this is contributing to even more difficult decision-making.

What I would include in a Coaching Book

Written by Stephanie Tuia

A coach is an essential figure in providing direction and leadership to his/her team. In sports, coaches are sometimes evaluated onrepparttar number of wins they can produce. In a business setting, coaches are evaluated on how efficient they are in providing a healthy work environment for employees.

I have never been a coach myself, but as an avid athlete, I have had many coaches alongrepparttar 137838 way who have had different approaches as to how they would direct and lead their team. From an athletic standpoint, I have gathered some positive observations of some of my former coaches, and also some tips that I would have appreciated from some ofrepparttar 137839 coaches whom I have encountered. These suggestions would serve useful inside a successful coaching book.

Instill a disciplined program.

I learned from one of my coachesrepparttar 137840 importance of physical conditioning. While playing our sport was an easy passion, intense conditioning for it was dreadful. My coach instilled a workout program involving running for endurance, and weight-lifting for strength. Before our practice, we had to participate in conditioning workouts. From this, our overall performance improved. A good coach incorporates various physical regimes to keep his/her players in shape and ready to play.

Keeprepparttar 137841 negativity out.

Part of being a good athlete is having a good attitude. Pure talent can get a team far, but when individual players become arrogant, their negative attitude could easily override their physical performance. A coach should admonish his players onrepparttar 137842 importance of good sportsmanship. Overconfidence can easily terminate a team’s chance of winning.

Cont'd on page 2 ==> © 2005
Terms of Use