Decision Sciences books

This book provides a collection of new insights on the increasingly popular topic of Followership. Leadership has been written about and studied for centuries, more often than not addressing how those in leadership roles influence their followers. This represents a very leader-centric view of the leadership phenomenon, where followers are considered as passive recipients of leaders' influence. However, peoples' attempts to exercise leadership cannot be successful if there are no other people who recognize and support their leadership. In other words, effective leadership cannot exist without some form of followership. The book offers a collection of chapters written by thought leaders on the topic of followership. Together, they provide answers to two fundamental questions: What is followership, and why do people follow? They elucidate how answers to these questions can inform management theory, practice, and education.

In today's world, decision makers struggle to make good long-term decisions. There is simply too much volatility, too much complexity, too much fake news, and too little time to make sense of all the information that is at our fingertips. We are drowning in data, surrounded by uncertainty and thus live in a world that lacks clarity. Moving away from the static thinking of many strategists, this book updates and upholds the importance of scenario design and thinking in the face of uncertainty. The authors investigate the journey of the art and science of scenario thinking, from its beginnings in the military to becoming a part of the mainstream strategy toolkit in the business world. Delving into the new frontiers of scenario thinking and planning, the book explores topics such as: Human intuition The analysis and reflection process Hybrid decision platforms Social media sensing Artificial Intelligence. Combining classical scenario thinking (the gentle art of perception) with the analytical power of big data and artificial intelligence, Real Time Strategy presents the decision making of the future which enables decision makers to develop dynamic strategies, monitor their validity, and react faster.

This is the second of two volumes written to celebrate the 40th anniversary of EFMD. Drawing on interviews conducted with leaders in the world of management education, the first volume took a retrospective view, focusing on the evolution of management education and providing the context that led management education to where it stands today. It also synthesized respondents' views on the strengths and weaknesses of the field, the challenges it faces, as well as lessons learned and not learned from the past. This second volume similarly draws on the very rich data provided by the same respondents, but is future-oriented and takes on the theme of change. It provides the reader with a sense of the challenges on the horizon, potential blind spots, and new realities of an increasingly competitive environment. It discusses a range of alternative future scenarios for management education, and urges the field to resist the lures of the dominant paradigm and to develop new models instead. The authors contend that, given the challenges ahead, it is only through transformations and innovations that the future of the field can be secured.

Understanding Decision-Making in Educational Contexts presents 'problem cases' confronting school leaders in real settings, and illustrates the multiple approaches that school leaders draw upon to navigate complex and challenging decision-making contexts. Although school leaders draw upon knowledge and instruments that are available to them, the approach used for this volume is decidedly Popperian in nature. In this collection, each chapter presents a case study problem, a discussion of the salient concepts and principles of the case, an exploration of problem formulation, and concludes with a decision analysis using a Popperian approach to problem solving. Each chapter concludes with lessons learned and the expected decision-making skills acquired from the critical analysis of each educational challenge using the Objective Knowledge Growth Framework, a Popperian decision-making approach. This book is essential reading for anyone who aspires to take on a leadership role in a school setting, or is curious to develop their understanding of leadership problems.