| 000 | 01312nab a22002657a 4500 | ||
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| 999 |
_c5348 _d5348 |
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| 005 | 20250625151427.0 | ||
| 008 | 170314t2007 xxu||||| |||| 00| 0 eng d | ||
| 040 | _aAFVC | ||
| 100 |
_aSnowden, David J. _96519 |
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| 245 |
_aA leader's framework for decision making _cDavid J. Snowden and Mary E. Boone |
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| 260 |
_bHarvard Business Review, _c2007 |
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| 500 | _aHarvard Business Review, 2007, 85(11): 68-76 (Open access) | ||
| 500 | _aRecommended reading | ||
| 520 | _aThe authors "believe the time has come to broaden the traditional approach to leadership and decision making and form a new perspective based on complexity science. (For more on this, see the sidebar “Understanding Complexity.”) Over the past ten years, [the authors] have applied the principles of that science to governments and a broad range of industries. (From the article). Record #5348 | ||
| 650 |
_aRECOMMENDED READING _96431 |
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| 650 |
_aDECISION MAKING _9185 |
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| 650 |
_aLEADERSHIP _96520 |
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| 650 |
_aMANAGEMENT _96521 |
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| 651 | 4 |
_aUNITED STATES _92646 |
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| 700 |
_aBoone, Mary E. _96522 |
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| 773 | 0 | _tHarvard Business Review, 2007, 85(11): 68-76 (Open access) | |
| 830 |
_aHarvard Business Review _96523 |
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| 856 | _uhttps://hbr.org/2007/11/a-leaders-framework-for-decision-making | ||
| 942 |
_2ddc _cARTICLE |
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