Library Hours
Monday to Friday: 9 a.m. to 9 p.m.
Saturday: 9 a.m. to 5 p.m.
Sunday: 1 p.m. to 9 p.m.
Naper Blvd. 1 p.m. to 5 p.m.

LEADER 00000uam a2200397 a 4500 
003    CaSebORM 
005    20210422205651.8 
006    m     o  d         
007    cr cn          
008    250816s2016    xx      o           eng   
024 8  53863MIT57405 
035    (CaSebORM)53863MIT57405 
041 0  eng 
100 1  Enders, Albrecht,|eauthor. 
245 10 Stop Jumping to Solutions!|h[O'Reilly electronic resource]
       /|cEnders, Albrecht. 
250    1st edition 
264  1 |bMIT Sloan Management Review,|c2016. 
300    1 online resource (8 pages) 
336    text|btxt|2rdacontent 
337    computer|bc|2rdamedia 
338    online resource|bcr|2rdacarrier 
347    text file 
365    |b6.50 
520    Executives, the authors argue, are very good at decision 
       making if the objectives are clear, and if the choice is 
       between a set of specific, predefined options. But when 
       the decisions are complex, business leaders tend to home 
       in quickly on a couple of options, list the pros and cons,
       and spend the bulk of their time calculating — or 
       deliberating about — how the competing courses of action 
       stack up. They rarely take the time to frame decisions 
       thoroughly or explore the full scope of options.  
       Unfortunately, when decisions are framed this way, the 
       authors contend, the outcome is frequently suboptimal. An 
       effective way to work against this, they say, is to make 
       better use of the classic decision matrix, which allows 
       for the comparison of different options using the same set
       of predefined criteria. The authors argue that the 
       decision matrix isn’t just an evaluation tool but also a 
       process tool that can help executives extend their 
       decision frame beyond the obvious options and criteria and
       help them think “out of the box.”  According to the 
       authors, the decision matrix can be useful at key stages 
       in the decision-making process to (1) frame decisions, (2)
       make concrete choices, and (3) communicate solutions. It 
       allows leaders to identify potential gaps and logical 
       flaws in their reasoning, facilitate dialogue in the 
       executive team, and build support and buy-in in the wider 
       organization. To expand the decision frame in a systematic
       way, the authors note, executives should understand two 
       concepts: mental buckets and golden cuts.  Mental buckets 
       are vehicles for clustering similar ideas into related yet
       distinct categories. While brainstorming is a common way 
       for teams to generate lots of ideas, ideas need to be 
       organized at some point. Categorizing them into mental 
       buckets helps people spot gaps and overlaps — in terms of 
       both options and criteria. The cognitive act of creating 
       new mental buckets serves to stimulate creativity.  The 
       golden cut is a term the authors use to describe the most 
       difficult trade-off in any decision. To find the golden 
       cut, decision makers may need to reframe the problem by 
       moving either up or down a level to identify the 
       underlying tension. Identifying the golden cut is vital 
       not just for framing decisions but also for engaging with 
       key stakeholders. Being mindful about choosing and 
       communicating the first cut on the criteria dimension is 
       likely to create more openness and willingness to engage; 
       the relevant criteria will b... 
533    Electronic reproduction.|bBoston, MA :|cSafari,|nAvailable
       via World Wide Web.|d2016. 
538    Mode of access: World Wide Web. 
542    |fCopyright © 2016 MIT Sloan Management Review|g2016 
550    Made available through: Safari, an O’Reilly Media Company.
588 00 Online resource; Title from title page (viewed July 1, 
       2016) 
655  7 Electronic books.|2local 
700 1  König, Andreas,|eauthor. 
700 1  Barsoux, Jean-Louis,|eauthor. 
710 2  Safari, an O’Reilly Media Company. 
856 40 |zConnect to this resource online|uhttps://
       ezproxy.naperville-lib.org/login?url=https://
       learning.oreilly.com/library/view/-/53863MIT57405/?ar