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"Where do brilliant executive wisdom and actions come from? Making Tough Decisions Well and Badly (MTDWB) assesses the literature that examines executives' conscious and non-conscious actions in decision making, implementation and assessment of outcomes. MTDWB includes anecdotal histories of good and bad decisions and the executives who made them. This volume uncovers the common threads in framing, forecasting, decision making and actions, looking at Steve Jobs, Martin Luther King, Jr, Senator Wayne Morris, Winston Churchill, Abraham Lincoln, Sam Walton, Mahatma Gandhi, and Bill Gates. Authors discuss how common threads could be useful for achieving superior competences. MTDWB assesses ten valuable decision making tools such as checklists and coaches; and tools to avoid such as use of product portfolio paradigms and use of fit-only regression analysis, that appear often in the popular business and academic literature on making tough decisions. MTDWB closes with ten recommendations for those responsible for making tough decisions."

""Ensuring Fairness in Health Care Coverage" helps organizations make the difficult choices necessary when considering the health benefits they provide to their employees. Based on a study by the Ethical Force Program, led by the Institute for Ethics at the American Medical Association, this groundbreaking book provides a proactive approach to safeguard against employee resentment, legal appeals, and adverse publicity. The book takes into consideration both the fairness - and the perceived fairness - of the health benefits companies provide to employees, and lays the groundwork for readers to make the best possible choices."

"In this book, which is based on a five-year study following over 200 students at seven colleges, the authors argue that becoming liberally educated is a complex and messy process involving making decisions and learning from them. Colleges create spaces (both physical and metaphysical) in which students must make decisions, often in the face of ambiguous situations. Some of these decisions--like declaring a major--are formal and happen infrequently. Others--like deciding to talk to a professor after class or balancing academic and extracurricular commitments--are informal and occur almost every day. Because most of these decisions have no right or wrong answers, the choices students make, and what they learn from these choices, shape their college experiences. Students can see their decision-making as opportunities to change and reflect, a process by which they learn about themselves and acquire practice for making decisions as adults after college. But they can also see decision-making as an obstacle course for which the best approach is to minimize risk, reduce uncertainty, and finish quickly. In "figuring things out," either seeing decisions as opportunities or obstacles, college students find themselves caught up in a process of self-creation and re-creation. This simple observation about the college experience has neither been fully appreciated nor systematically explored. Yet the implications of casting student experiences as a series of choices that offer opportunities for re-creation have consequences for students and colleges alike. Students don't just start college and then finish it. They start and re-start college many times"