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The Little Book of Big Decision Models: The 70 most useful models to help you say Yes or No

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The Little Book of Big Decision Models: The 70 most useful models to help you say Yes or No


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  • Copyright 2015
  • Dimensions: 6" x 9"
  • Pages: 224
  • Edition: 1st
  • Book
  • ISBN-10: 1-292-09836-8
  • ISBN-13: 978-1-292-09836-4

Leaders and Managers want quick answers, quick ways to reach solutions, ways and means to access knowledge that won’t eat into their precious time and quick ideas that deliver a big result.  The Little Book of Big Decision Models cuts through all the noise and gives managers access to the very best decision-making models that they need to to keep things moving forward. Every model is quick and easy to read and delivers the essential information and know-how quickly, efficiently and memorably.

Sample Content

Table of Contents

About the author



How to get the most out of this book

Chapter 1 - The principles of decision making


Model 1: Townsend’s rules of decision making

Model 2: The McNamara fallacy - The vital information that decision makers ignore

Model 3: Using quantitative (hard) and qualitative (soft) data in decision making

Model 4: Kreiner and Christensen the consequence model

Model 5: Tenenbaum and Schmid’s decision making spectrum

Model 6: Roger and Blenko’s rapid decision making model

Model 7: Cognitive mapping - understanding how your colleagues think

Model 8: Tacit knowledge and decision making

Model 9: The standard decision making model


Chapter 2 - Using data in decision making


Model 10: The Pareto principle and the important vital few

Model 11: Lewin’s force field analysis of the support and opposition to a decision

Model 12: Scenario analysis and charting possible futures

Model 13: Delphic forecasting and how to firm up predictions

Model 14: Johnson, Scholes and Wittingham mapping stakeholder’s reactions

Model 15: Egan’s shadow side model - dealing with the politics of decisions

Model 16: The SCAMPER model and finding creative solutions

Model 17: De Bono’s six thinking hats - generating different perspectives


Chapter 3 - Enhancing your decision making skills


Model 18: The Eisenhower principle and the delegation of decisions

Model 19: The feedback and criticism grid

Model 20: Learning to think outside the box

Model 21: Goleman: Using emotional intelligence to make better decisions

Model 22: Sumantra and Bruch reclaiming your job


Chapter 4 - Decisions models about you


Model 23: Christensen’s strategy for a happy life

Model 24: The making – of you model and how your past influences the present

Model 25: The rubber band model - what holds you back and pulls you forward?

Model 26: The crossroads model and which road to follow next

Model 27: The personal performance model and job satisfaction

Model 28: Csikzenmihalyi’s flow model and the joy of working in ‘the zone’

Model 29: Maslow’s Pyramids - what you want and what you need

Model 30: The Euffe Elbaek model - a guide to your personality

Model 31: Johari windows - a guide to your personality

Model 32: The personal potential trap and how to avoid becoming a prisoner of other peoples’ expectations

Model 33: Your attitude to risk


Chapter 5 - Decision Models about other people


Model 34: Goffee and Jones - why should anyone be led by you?

Model 35: Hersey and Blanchard’s situational leadership model

Model 36: Manzoni and Barsoux - how managers set staff up to fail

Model 37: Denseraeu, Graen and Haga - how managers set staff up to succeed

Model 38: Herzberg’s motivation and hygiene theory - choosing the right carrots

Model 39: The feedback sandwich - delivering negative feedback

Model 40: McGregor’s features of effective and ineffective teams

Model 41: The team model - building a well balanced team


Chapter 6 - Strategic and market decision models


Model 42: The standard product life cycle

Model 43: The gap in the market model

Model 44: The hype cycle market model

Model 45: The long tale market model

Model 46: The diffusion market model

Model 47: Milgram’s six degrees of separation model

Model 48: Kim and Mauborgne’s blue ocean strategy

Model 49: Offshoring core activities

Model 50: Moore’s headpin theory

Model 51: The Boston Consulting Group product analysis grid


Chapter 7 - Organisational threat analysis


Model 52: SWOT - Done right!

Model 53: PEST - Done right!

Model 54: The unexploded bomb (UXB) model - unknown and unforeseen threats

Model 55: Nicholas and Teleb’s black swan model and unknowable threats

Model 56: The black box model


Chapter 8 - Financial and statistical models


Model 57: Risk reward analysis

Model 58: Kaplan and Norton balanced scorecard

Model 59: Discounted cashflow (DCF) - Calculating today’s value of tomorrows returns

Model 60: Cost benefit analysis - Accounting for non-financial factors

Model 61: Breakeven analysis - knowing if you can reduce prices

Model 62: Gap analysis - closing the gap between forecast and target

Model 63: Zero based budgeting - making the right budget cuts


Chapter 9 - How to successfully implement your decisions


Model 64: Round’s TRAP model

Model 65: Johnson’s three rules of project management

Model 66: Shewhart’s plan, do, check, act (PDCA) implementation model  

Model 67: Orlandella and Reason’s Swiss cheese model and how to stop problems escalating

Model 68: Setting SMART targets that get results

Model 69: Kim and Mauborgne’s tipping point leadership - How to sidestep/overcome implementation problems

Model 70: Cooperrider and Srivastva’s appreciative inquiry model (A1) and the power of positivity

Personal characteristic and how they can produce good and bad decisions

The First 11 Team

A Final Word

Recommended reading


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