This title provides managers, executives and other professionals with an innovative method for critical decision-making. The
book explains the reasons for decision failures using the Law of Unintended Consequences. This account draws on the work of
sociologist Robert K. Merton, psychologists Amos Tversky and Daniel Kahneman, and economist Herbert Simon to identify two
primary causes : cognitive biases and bounded rationality. It introduces an innovative method for "test driving" decisions
that addresses both causes by combining scenario planning and "what-if" simulations. This method enables professionals to
learn safely from virtual mistakes rather than real ones. It also provides four sample test drives of realistic critical decisions
as well as two instructional videos to illustrate this new method. This book provides leaders and their support teams with
important new tools for analyzing and refining complex decisions that are critical to organizational well-being and survival.