Crucial Decisions

Janis shows corporate executives, organizational policymakers, and general managers how to avoid critical errors and ensure high quality in decision making.

The management function is practice-based primary care and who performs it varies by practice. While the number of practice managers increase and their role continues to unfold in response to NHS changes, the development of practice management as a profession is contained if not constrained by GPs, as both employers and as the dominant profession within primary care. This stimulating review of the responsibilities, opportunities and future prospects of management in primary care, based on workshops with GPs and practice managers, identifies their respective management development needs and the ways in which these might be met.

Are you equipped to make the shift? As the world becomes more complex, the decisions we make are becoming more challenging. From the COVID-19 pandemic lockdown to running massive refineries, the decisions made in these complex situations have a lasting impact on society. They must be driven by one thing: data. Crucial Decisions will help leaders shift to a crucial decision-making mindset that integrates data analysis with expertise. Whether you are a corporate executive or a baseball coach, employing decision-making methods from Crucial Decisions will help you achieve the most reliable results during challenging circumstances.

This isn't the time to Blink. It's time to THINK! -- before it's too late. Outraged by the downward spiral of American intellect and culture, Michael R. LeGault offers the flip side of Malcolm Gladwell's bestselling phenomenon, Blink, which theorized that our best decision-making is done on impulse, without factual knowledge or critical analysis. If bestselling books are advising us to not think, LeGault argues, it comes as no surprise that sharp, incisive reasoning has become a lost art in the daily life of Americans. Somewhere along the line, the Age of Reason morphed into the Age of Emotion; this systemic erosion is costing time, money, jobs, and lives in the twenty-first century, leading to less fulfillment and growing dysfunction. LeGault provides a bold, controversial, and objective analysis of the causes and solutions for: • the erosion of growth and market share at many established American companies, big and small, which appear to have less chance of achieving the dynamic expansion of the past • permissive parenting and low standards that have caused an academic crisis among our children -- body weights rise while grades plummet • America's growing political polarization, which is a result of our reluctance to think outside our comfort zone • faulty planning and failure to act on information at all levels that has led to preventable disasters, such as the Hurricane Katrina meltdown • a culture of image and instant gratification, fed by reality shows and computer games, that has rendered curiosity of the mind and spirit all but obsolete • stress, aversion to taking risks, and therapy that are replacing the traditional American "can do" mind-set. Far from perpetuating the stereotype of the complacent American, LeGault's no-holds-barred analysis asks more of us than any other societal overview: America can fulfill its greatest potential starting today, and we need smart teachers, smart health care workers, smart sales representatives, smart students, smart mechanics, and smart leaders to make it happen. Now is the time to THINK! -- because a mind truly is a terrible thing to waste.

-Identify your critical decisions. Focus on those that matter most to your company's performance. --

Discover the essential thinking tools you’ve been missing with The Great Mental Models series by Shane Parrish, New York Times bestselling author and the mind behind the acclaimed Farnam Street blog and “The Knowledge Project” podcast. This first book in the series is your guide to learning the crucial thinking tools nobody ever taught you. Time and time again, great thinkers such as Charlie Munger and Warren Buffett have credited their success to mental models–representations of how something works that can scale onto other fields. Mastering a small number of mental models enables you to rapidly grasp new information, identify patterns others miss, and avoid the common mistakes that hold people back. The Great Mental Models: Volume 1, General Thinking Concepts shows you how making a few tiny changes in the way you think can deliver big results. Drawing on examples from history, business, art, and science, this book details nine of the most versatile, all-purpose mental models you can use right away to improve your decision making and productivity. This book will teach you how to: Avoid blind spots when looking at problems. Find non-obvious solutions. Anticipate and achieve desired outcomes. Play to your strengths, avoid your weaknesses, … and more. The Great Mental Models series demystifies once elusive concepts and illuminates rich knowledge that traditional education overlooks. This series is the most comprehensive and accessible guide on using mental models to better understand our world, solve problems, and gain an advantage.

Major New York Times bestseller Winner of the National Academy of Sciences Best Book Award in 2012 Selected by the New York Times Book Review as one of the ten best books of 2011 A Globe and Mail Best Books of the Year 2011 Title One of The Economist's 2011 Books of the Year One of The Wall Street Journal's Best Nonfiction Books of the Year 2011 2013 Presidential Medal of Freedom Recipient Kahneman's work with Amos Tversky is the subject of Michael Lewis's The Undoing Project: A Friendship That Changed Our Minds In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions. Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.

OECD's comprehensive review of regulatory reform in Turkey. It finds that Turkey is a comparative latecomer to regulatory reform. Yet, there is a crucial need for it. The Turkish economy has suffered from macro-economic instability and chronic inflation, in part because of weak governance.