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Predictable surprises : = the disast...

Watkins, Michael, (1956-.)

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Predictable surprises : = the disasters you should have seen coming, and how to prevent them /

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Predictable surprises :/ Max H. Bazerman, Michael D. Watkins.
Reminder of title:	the disasters you should have seen coming, and how to prevent them /
Author:	Bazerman, Max H.
other author:	Watkins, Michael,
Published:	Boston :Harvard Business School Press, : c2004.,
Description:	xiv, 317 p. :ill., map ;24 cm.
Series:	Leadership for the common good.
[NT 15003449]:	What is a predictable surprise? A preview -- pt. 1. Prototypes of predictable surprises. September 11 : the costs of ignoring a predictable surprise -- The collapse of Enron and the failure of auditor independence -- pt. 2. Why don't we act on what we know? Cognitive roots : the role of human biases -- Organizational roots : the role of institutional failures -- Political roots : the role of special-interest groups -- pt. 3. Preventing predictable surprises. Recognition : identifying emerging threats earlier -- Prioritization : focusing on the right problems -- Mobilization : building support for preventative action -- Future predictable surprises.
Subject:	Emergency management. -
Online resource:	http://www.loc.gov/catdir/toc/ecip0420/2004017441.htmlhttp://www.loc.gov/catdir/toc/ecip0420/2004017441.html
ISBN:	1591391784 :

Predictable surprises : = the disasters you should have seen coming, and how to prevent them /
Bazerman, Max H.

Predictable surprises :the disasters you should have seen coming, and how to prevent them /Max H. Bazerman, Michael D. Watkins. - Boston :Harvard Business School Press,c2004. - xiv, 317 p. :ill., map ;24 cm. - Leadership for the common good..

Includes bibliographical references (p. 299-300) and index.

What is a predictable surprise? A preview -- pt. 1. Prototypes of predictable surprises. September 11 : the costs of ignoring a predictable surprise -- The collapse of Enron and the failure of auditor independence -- pt. 2. Why don't we act on what we know? Cognitive roots : the role of human biases -- Organizational roots : the role of institutional failures -- Political roots : the role of special-interest groups -- pt. 3. Preventing predictable surprises. Recognition : identifying emerging threats earlier -- Prioritization : focusing on the right problems -- Mobilization : building support for preventative action -- Future predictable surprises.

ISBN: 1591391784 :US27.50

LCCN: 2004017441Subjects--Topical Terms:

550721
Emergency management.

LC Class. No.: HV551.2 / .B39 2004

Dewey Class. No.: 363.34/7

Predictable surprises : = the disasters you should have seen coming, and how to prevent them /
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008 070312s2004 mauab b 001 0 eng
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020 $a 1591391784 : $c US27.50
035 $a IB95T0129
040 $a DLC $c DLC $d UKM $d C $d GHG $d DLC $d WaU
050 0 0 $a HV551.2 $b .B39 2004
082 0 0 $a 363.34/7 $2 22
100 $a Bazerman, Max H. $3 693758
245 1 0 $a Predictable surprises : $b the disasters you should have seen coming, and how to prevent them / $c Max H. Bazerman, Michael D. Watkins.
260 $a Boston : $c c2004. $b Harvard Business School Press,
300 $a xiv, 317 p. : $b ill., map ; $c 24 cm.
440 0 $a Leadership for the common good.
504 $a Includes bibliographical references (p. 299-300) and index.
505 0 $a What is a predictable surprise? A preview -- pt. 1. Prototypes of predictable surprises. September 11 : the costs of ignoring a predictable surprise -- The collapse of Enron and the failure of auditor independence -- pt. 2. Why don't we act on what we know? Cognitive roots : the role of human biases -- Organizational roots : the role of institutional failures -- Political roots : the role of special-interest groups -- pt. 3. Preventing predictable surprises. Recognition : identifying emerging threats earlier -- Prioritization : focusing on the right problems -- Mobilization : building support for preventative action -- Future predictable surprises.
650 $a Emergency management. $3 550721
700 $a Watkins, Michael, $d 1956-. $3 606781
856 4 1 $3 Table of contents $u http://www.loc.gov/catdir/toc/ecip0420/2004017441.html $z http://www.loc.gov/catdir/toc/ecip0420/2004017441.html