000			08158nam a2200325Ia 4500
001			1850
008			230305s2007 xx 000 0 und d
020			_a9781419535352
041			_aeng
245		0	_aEgo check
260			_a _bKaplan, _c2007
300			_a251 p. ; 24 cm.
500			_awhy executive hubris is wrecking companies and careers and how to avoid the trap
505			_aINTRODUCTION 1 _rThe Four Sources of Hubris 3-- _rDo Check your Ego ¿ Just Don¿t Leave it At the Door! 5-- _rIt¿s All in the Research 7-- _rHow This Book Helps You Become a Better Decision-Maker 8-- _rCHAPTER 1: The High Stakes of Hubris 1-- _rA Deadly Lesson in Hubris 2-- _rA Framework for Managing Hubris while Remaining Highly Confident 8-- _rThe Hallmarks of Confidence, Overconfidence, and Hubris 9-- _rApplying the Framework to Our Decisions 11-- _rAcknowledging the Dual Nature of Overconfident Thinking 14-- _rConsidering the Case of Hank Greenberg: Overconfidence at the American International Group 19-- _rSummary 26-- _rCHAPTER 2: The Culture of Overconfidence: How We Manage Our Most Critical Decisions 1-- _rOverconfidence and Entrepreneurship: Dean Kamen and the Segway 2-- _rFirst Inventions: Designing Products for the Ill and Disabled 2-- _rFrom Inventor to Entrepreneur: The Segway Moves Kamen into Business Management 5-- _rExploring the Limits of the Segway¿s Success 10-- _rBetting on Success: How Other Entrepreneurs Bank on Beating the Odds 13-- _rOverconfidence and Investing 16-- _rOverconfidence and Personal Health-Management 19-- _rUnderestimating our Health Risks 19-- _rOverestimating Our Abilities to Diagnose and Cure Problems 20-- _rEncouraging Overconfidence in Doctors 25-- _rHubris and Education-Management 27-- _rTraining Students to be Overconfident 27-- _rGrade Inflation and Overconfidence in Higher Education 28-- _rSummary 30-- _rChapter 3: How Excessive Pride Feeds Executive Hubris 1-- _rUnderstanding the Sources and Nature of Excessive Pride 2-- _rApple Computer, Inc.: A Case Study of Excessive Pride 5-- _rSteve Jobs and the Limits of His Genius 7-- _rSculley Lands at Apple 14-- _rOverestimating Skills and Underestimating the Market 18-- _rJobs¿ NeXT Lesson in Overweening Pride 21-- _rJobs¿ Grounds His Pride and Leverages His Talents 22-- _rPlacing the Jobs and Sculley Experience in the Framework 25-- _rInvalid Data: How CEOs Respond to Positive and Negative Data. 27-- _rCelebrity CEOs: Buying into the Myth 28-- _rThe Dangers of Denial: How Executives Fail when they Ignore Negative Feedback 31-- _rGuided by Pride: A Link between Executive Hubris and Higher Premiums Paid in Mergers and Acquisitions 34-- _rAvoiding and Managing Excessive Pride 39-- _rSummary 41-- _rCHAPTER 4: Getting the Right Help: Delegating and Decision-Making 1-- _rGetting The Right Input When Decision Making is Centralized 3-- _rHP¿s Carly Fiorina Goes it Alone¿And Loses 3-- _rFinding and Trusting the Right Foils at Oracle Corp. 9-- _rEllison Learns the Rules of Sound Delegation 10-- _rDiffering Views of Ellison¿s Trusted Advisors 13-- _rPreventing Power From Begetting Hubris: Evidence from Berkshire Hathaway¿s Warren Buffett 20-- _rDecision-Making Based on Well-Founded Confidence, Not Ego and Pride 22-- _rKnowing When to Step Back, Step In, and Step Aside 24-- _rGetting the Right Help When Decision-Making is Decentralized 27-- _rWhen Executives Trust Too Much: Martin Sorrell and the WPP Group¿s ¿Benattigate¿ 27-- _rMeg Whitman and Decentralized Decision Making at EBay. 33-- _rEmpowering Decision-Makers at All Levels 33-- _rA Structured Approach to Defusing Overconfident Decisions 36-- _rSummary 38-- _rCHAPTER 5: GROUNDING JUDGMENT IN FEEDBACK 1-- _rGauging the Quality of Feedback and Our Willingness to Act on It 2-- _rDecision-making Based on Grounded Judgment. 5-- _rDecision-Making Based on Selective Judgment 9-- _rLinking Compensation to Overconfident Judgment 10-- _rOptimism as a Tool for Dealing with Relentless Negative Feedback 12-- _rDecision-Making Based On Speculative Judgment 14-- _rMerck¿s Management of Vioxx 16-- _rUnder-estimating Risks and Over-estimating the Power of Marketing 21-- _rFrom Speculative to Hapless Judgment at Merck: Failing to Act on Feedback about Vioxx. 24-- _rA Long and Painful Lesson in Executive Hubris 26-- _rDecision-Making Based on Hapless Judgment 32-- _rUsing Forced Ranking Systems to Provide Effective Feedback 33-- _rThe Failings of the Forced Ranking System 35-- _rSummary 37-- _rCHAPTER 6: Managing Tomorrow Today 1-- _rA Framework for Consequence Management 3-- _rDecision-Making At Scaled Composites 8-- _rEstablishing What Could Go Wrong with a Premature Launch of SpaceShipOne 10-- _rActing on Problems that Emerged During SpaceShipOne¿s Testing 11-- _rScaled¿s Backup and Loss-Mitigation Action 13-- _rOn-Going Challenges: From SpaceShipOne to Space Tourism 14-- _rDecision-Making and Consequence Management at NASA 16-- _rUnderestimating the Worst Case Scenario 17-- _rNASA¿s Failure to Act on Adverse Knowledge: Evidence From Challenger and Columbia 20-- _rA Failure to Prepare for the Consequences of a Shuttle Disaster 24-- _rVoicing Concerns in a ¿Mission Accomplished¿ Culture 27-- _rConstructing a Process for Establishing What Can go Wrong 29-- _rPriming the Organization to Act On Evidence Of Problems 30-- _rBuilding a Backup or Loss-mitigation Action Plan 31-- _rSummary 32-- _r -- _rChapter 7: From Overconfidence To Hubris ¿ Jean-Marie Messier¿s Reign At Vivendi 1-- _rMessier¿s Rising Star Explodes into Excessive Pride 4-- _rMessier Takes Charge 5-- _rA Love Affair with the Press 7-- _rMessier Chooses Pride Over Judgment 8-- _rSquandered Resources: Messier Fails to Heed Input and Delegate Decisions 11-- _rSelective Judgment at Work: Messier Dismisses Negative Feedback 14-- _rThe Final Act of Hubris: A Failure to Manage Consequences 16-- _rSummary 20-- _rCHAPTER 8: Overcoming Hubris--Lessons from Michael Dell of Dell, Inc. 1-- _rMichael Dell¿s Grounded Pride 3-- _rStruggling to Maintain an Internal Locus of Pride 4-- _rLearning From False Pride 7-- _rGetting The Right Help: Michael Dell Turns to Lee Walker and Kevin Rollins 12-- _rBringing in Experts to Help a Changing Business 13-- _rSharing Power and Delegating Decision-Making 15-- _rLeveraging Differences in Collaborative Decision-Making 17-- _rEnsuring That Executives Use Extensive and Timely Feedback 18-- _rManaging Tomorrow Through Today¿s Decisions And Actions 21-- _rEntering a New Market: Managing What Could Go Wrong 22-- _rMitigating Negative Consequences 23-- _r25-- _rSummary 26-- _rSome Closing Comments 28-- _rIndex-- _r-- _r-- _r--
520			_aNo one executive is immune from that difficult-to-distinguish line that divides the self-confidence required of a successful CEO from the hubris seen at the root of so many corporate scandals today. We can count Warren Buffett, Steve Jobs, Martha Stewart, and Jack Welch among the business leaders who have been infected with hubris at various stages of their careers - and seen their lives and companies suffer as a result. Every executive is vulnerable to hubris when they become dependent on wealth, status, and other extrinsic rewards for their sense of worth; when they embark on ventures that cross beyond their capabilities; when they unduly rely on the advice and input of others to execute their vision; and when they simply assume that their plans for the future will be realized without obstacle. Understanding these four key dynamics and the mistakes made as a result of falling prey to them will pave the road for business professionals to understand how they can guard against their own hubris while still building upon their unparalleled will to reach even greater levels of success. ; ; ;
590			_bIncludes bibliographical references (p. 229-240) and index.
630			_aHF COMMERCE _914
650			_aSuccess in business _xPsychological aspects _98911
650			_aEntrepreneurship _xPsychological aspects _92215
650			_aBusiness failures _95858
650		0	_a Decision making _9339
650			_a _912
700			_aHayward, Mathew, _eAuthor
902			_a462
905			_am
912			_a2007-01-01
942			_a1
953			_d2017-10-24 17:33:32
999			_c1802 _d1802