Decisive

February 25, 2013
The Heath brothers, a Stanford University Graduate School of Business professor and a senior fellow at Duke University's Center for the Advancement of Social Entrepreneurship respectively and coauthors of Switch and Made to Stick, tackle the problems of decision-making, and all the failures that come with it. To help with the decision making process, the authors approached it from four principles that they refer to as the "WRAP model": Widen your options; Reality test your assumptions; Attain distance before deciding; and Prepare to be wrong. Each principle is given several chapters, with examples provided for putting these approaches into practice. Breaking out of a narrow framework to recognize other options, for example, is approached through methods such as considering opportunity costs and the vanishing options test. The writing is humorous and often surprising, a tool that the authors use to great effect when sharing such examples as David Lee Roth's obsession with brown M&Ms. Coupled with their insightful analyses, the book proves particularly insightful.

March 1, 2013
A manual on how to become more rational when facing difficult decisions at work and in your personal life. The brothers Heath (Switch: How to Change Things When Change Is Hard, 2010, etc.) are a writing team with a couple of best-selling business titles under their belt. Chip, a professor at Stanford Graduate School of Business, and Dan, a senior fellow at Duke's Center for the Advancement of Social Entrepreneurship, specialize in writing about how human behavior affects organizations. Their present collaboration examines a variety of decision-making processes in business and personal life--whom to hire, which job to take, which schools to apply to, whom to pursue a romantic relationship with--and argues that those processes matter more to the outcome than the decisions themselves. The Heaths argue that humans are hampered by four "enemies" of decision-making rooted in our unconscious behavior: narrow focus, confirmation bias, short-term emotion and overconfidence in the outcome. They propose a four-step model called WRAP ("Widen your options, Reality-test your assumptions, Attain distance before deciding, and Prepare to be wrong") that they believe provides a template for good decision-making. All this is presented in the introductory chapter. The rest of the book fleshes out the Heaths' thesis with dozens of examples of best practices--e.g., Sam Walton's bus tour of competitors to decide how to speed customers through checkout lines; an Intel executive's insight that enabled him to drop a safe product line and focus on a riskier one; a San Diego nonprofit's struggle to decide to stick with their increasingly successful local mission or attempt a national one. Readers approaching this book because they have a pressing decision may be annoyed by the Heaths' lumbering pace, but for those who want to improve decision-making overall, the workshop style of the narrative should prove helpful.

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