ABSTRACT
‘Tactical’ and ‘strategic’ decision – The fallacy of ‘problem-solving’ – The two most important tasks: finding the right questions, and making the solution effective – Defining the problem – What is the ‘critical factor’? – What are the objectives? – What are the rules? – Analysing the problem – Clarifying the problem – Finding the facts – Defining the unknown – Developing alternative solutions – Doing nothing as an alternative – Finding the best solution – People as a factor in the decision – Making the decision effective – ‘Selling’ the decision – The two elements of effectiveness: understanding and acceptance – Participation in decision-making – The new tools of decision-making – What is ‘Operations Research’? – Its dangers and limitations – Its contribution – Training the imagination – Decision-making and the manager of tomorrow.
