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Culled from business headlines and corporate files, Why Smart People Do Dumb Things is an in-depth examination of the ultimate in boardroom breakdown--a postmortem of the mega-mistakes made by highly regarded leaders in business and public life. From the "New Coke" debacle to the poor subscription showing of the Olympic Triplecast to the swirling controversy of Whitewater, Feinberg describes how strong minds can misuse their power, and why bright people often seize upon--and advocate brilliantly--ideas that others recognize as ridiculous.
Innovation is the lifeblood of American business. Without the creativity to find the next must-have product or service, companies quickly lose their competitive edge. Knowing this, corporate leaders invest heavily in research and development.Notwithstanding the dollars spent on R & D, the fact remains that better than 90 percent of innovation initiatives fail to achieve their return-on-investment targets. Poor management decisions and lack of marketplace savvy often undermine even huge research efforts. Can America continue to be a formidable global competitor with this kind of failure rate?Taking a case history approach, Calvin Hodock examines eight typical innovation blunders that continually doom new product development. From misjudging the market and dead-on-arrival products to fatal frugality and timetable tyranny, he discusses not only why such mistakes occur but also the dire consequences to both investors and employees. When Polaroid declared bankruptcy, because it missed the digital imaging trend, the company's employees lost their retirement and pension benefits. Now the failure of the American automobile industry to create gotta have cars threatens to wreak long-term havoc in a large segment of American workers.Among the problems Hodock points to are breakdowns in the marketing research process, marketing dishonesty, lack of real-world preparation among newly graduated MBAs, CEOs under pressure to deliver unrealistic earning targets, clueless boards of directors, and the general absence of accountability.After analyzing each problem, Hodock emphasizes the lesson learned and concludes with a list of best practices for successful innovation. He shows how even modest improvements in the innovation process can double the bottom line for any company while making their shareholders more prosperous and happier.Hodock's incisive analysis and illuminating new approaches to successful development and marketing are must reading for students of business, seasoned corporate executives, and anyone interested in the future of American business.Calvin L. Hodock (Skillman, NJ) is professor of marketing at Berkeley College, Garret Mountain and Middlesex Campuses, an adjunct professor at New York University's Stern School of Business, and a guest lecturer at the University of Pennsylvania's Wharton School of Business. He is the former chairman of the board of the American Marketing Association, the world's largest professional marketing society. He is also on the board of directors for NuVim, Inc. He has previously published for the American Marketing Association, McGraw-Hill, and the Advertising Research Foundation.
Functional stupidity can be catastrophic. It can cause organisational collapse, financial meltdown and technical disaster. And there are countless, more everyday examples of organisations accepting the dubious, the absurd and the downright idiotic, from unsustainable management fads to the cult of leadership or an over-reliance on brand and image. And yet a dose of stupidity can be useful and produce good, short-term results: it can nurture harmony, encourage people to get on with the job and drive success. This is the stupidity paradox. The Stupidity Paradox tackles head-on the pros and cons of functional stupidity. You'll discover what makes a workplace mindless, why being stupid might be a good thing in the short term but a disaster in the longer term, and how to make your workplace a little less stupid by challenging thoughtless conformity. It shows how harmony and action in the workplace can be balanced with a culture of questioning and challenge. The book is a wake-up call for smart organisations and smarter people. It encourages us to use our intelligence fully for the sake of personal satisfaction, organisational success and the flourishing of society as a whole.
Why Smart People Do Stupid Things addresses a question that’s frequently on our minds. When Bill Clinton’s affair with Monica Lewinsky was exposed many people were utterly astounded. How could he? Most of us were asking. Answers aren’t easy to come by because we have spent considerable time building on our strengths to the neglect of our dark side. We aren’t only puzzled when we see friends, co-workers, or public leaders engage in stupid, unseemly, unexplainable acts, we are personally threatened by it. If them, why not still others or perhaps ourselves. This book looks at numerous examples of apparently unexplainable stupidities with particular focus upon Richard Nixon and Bill Clinton. Every mindless act doesn’t turn out wrong. There are occasions when the outcome greatly benefits us. On the other hand, there are many times when the result goes against us to our disadvantage if not to the point of tragedy. Why? This book addresses the complex issues involved in making rational decisions, including excusable error. Analyses are offered in a readily understandable style. Potential solutions are described. The topic is of vital interest to us individually as well as to the nation.
Every day, seemingly intelligent and successful companies make headline news for poor decisions that can cause their business to stumble and make many of us scratch our heads in wonder. Why would such a successful business make "that" strategic decision? Neil Smith, with more than 20 years of experience leading large-scale performance improvements, reveals the hidden barriers that limit excellent companies from reaching their potential, and cause even the smartest managers and leaders to falter. During his experience transforming some of the top global businesses, Smith has identified 8 barriers that exist in every organization and prevent them from implementing literally thousands of ideas to improve the way they work: Avoiding Controversy Poor Use of Time Reluctance to Change Organizational Silos Management Blockers Incorrect Information and Bad Assumptions Size Matters Existing Processes Rich with anecdotes and case studies, Smith identifies the ways in each of these barriers interrupt your own business. He then outlines a fast and proven process in which 12 principles of business transformation can break down the processes that hold companies back. What Smith offers his readers is the same thing he offers every day to the major companies he works with, A PROMISE that by following his insights, the company will be able to increase communication, simplicity, and profit to levels never before attainable. Throughout the book, Dr. Richard Levak has contributed personality and organizational insights that shed light on why an individual or an organization behaves in contrary ways giving you a better sense of why these internal walls exist and how to be aware of your actions in your day to day life.
One need not look far to find breathtaking acts of stupidity committed by people who are smart, or even brilliant. The behavior of smart individuals--from presidents to prosecutors to professors--is at times so amazingly stupid as to seem inexplicable. Why do otherwise intelligent people think and behave in ways so stupid that they sometimes destroy their livelihoods or even their lives? This book is the first devoted to investigating what the most current psychological research can tell us about stupidity in everyday life. The contributors to the volume, renowned scholars in various areas of human intelligence, present fascinating examples of people messing up their lives, and they offer insights into the reasons for such behavior. From a variety of perspectives, the contributors discuss: - The nature and theory of stupidity - How stupidity contributes to stupid behavior - Whether stupidity is measurable While many millions of dollars are spent each year on intelligence research and testing to determine who has the ability to succeed, next to nothing is spent to determine who will make use of their intelligence and not squander it by behaving stupidly. Why Smart People Can Be So Stupid focuses on the neglected side of this discussion, reviewing the full range of theory and research on stupid behavior and analyzing what it tells us about how people can avoid stupidity and its devastating consequences.
While today’s business world is dominated by technology and data analysis, award-winning financial journalist and anthropology PhD Gillian Tett advocates thinking like an anthropologist to better understand consumer behavior, markets, and organizations to address some of society’s most urgent challenges. Amid severe digital disruption, economic upheaval, and political flux, how can we make sense of the world? Leaders today typically look for answers in economic models, Big Data, or artificial intelligence platforms. Gillian Tett points to anthropology—the study of human culture. Anthropologists learn to get inside the minds of other people, helping them not only to understand other cultures but also to appraise their own environment with fresh perspective as an insider-outsider, gaining lateral vision. Today, anthropologists are more likely to study Amazon warehouses than remote Amazon tribes; they have done research into institutions and companies such as General Motors, Nestlé, Intel, and more, shedding light on practical questions such as how internet users really define themselves; why corporate projects fail; why bank traders miscalculate losses; how companies sell products like pet food and pensions; why pandemic policies succeed (or not). Anthropology makes the familiar seem unfamiliar and vice versa, giving us badly needed three-dimensional perspective in a world where many executives are plagued by tunnel vision, especially in fields like finance and technology. “Fascinating and surprising” (Fareed Zararia, CNN), Anthro-Vision offers a revolutionary new way for understanding the behavior of organizations, individuals, and markets in today’s ever-evolving world.
For many of us, planning our own financial future presents pitfalls at every turn, because the truth is, when it comes to money, we are not always rational. Now you can take control of your economic life with confidence. Bert Whitehead, one of the top money-management advisors in America, gives you all the information you need to manage your wealth wisely by relying on your strongest asset-yourself. Book jacket.
This title was first published in 2000. Economic competitiveness depends on having the smartest workforce possible. Organizations who want to survive and grow need to be open to new ways of uncovering and developing their people’s abilities. Profiting from Multiple Intelligences in the Workplace turns Howard Gardner’s revolutionary theory of multiple intelligences into user-friendly tools for understanding and assessing success in everyone from CEOs to cleaners. It provides a complete system for: the examination of staff needs matching applicants and job specifications successful interviewing and induction effective supervision focused training and development. The results not only allow the identification of individual skills but also uncover the mosaic of skills needed for multiskilling, multitasking and efficient teamwork. No other book provides a method of translating the theory of multiple intelligences into workplace practice and, unlike other books which centre on only one intelligence (for example emotional intelligence), the inventories presented here work towards a balance between traditional skills, general competencies and social skills.