| Record ID | marc_columbia/Columbia-extract-20221130-010.mrc:372856970:2989 |
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LEADER: 02989cam a22003854a 4500
001 4905321
005 20221109195520.0
008 040908t20042004mauab b 001 0 eng
010 $a 2004017441
015 $aGBA459715$2bnb
016 7 $a012971805$2Uk
020 $a1591391784 (alk. paper)
035 $a(OCoLC)56085820
035 $a(OCoLC)ocm56085820
035 $a(NNC)4905321
035 $a4905321
040 $aDLC$cDLC$d*UKM*$d*C#P*$dCStRLIN$dOrLoB-B
042 $apcc
050 00 $aHV551.2$b.B39 2004
082 00 $a363.34/7$222
100 1 $aBazerman, Max H.$0http://id.loc.gov/authorities/names/n82216968
245 10 $aPredictable surprises :$bthe disasters you should have seen coming, and how to prevent them /$cMax H. Bazerman, Michael D. Watkins.
260 $aBoston :$bHarvard Business School Press,$c[2004], ©2004.
300 $axiv, 317 pages :$billustrations, map ;$c24 cm.
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
490 1 $aLeadership for the common good
504 $aIncludes bibliographical references (p. 299-300) and index.
505 00 $g1.$tWhat is a predictable surprise? : a preview -- $g2.$tSeptember 11 : the costs of ignoring a predictable surprise -- $g3.$tThe collapse of Enron and the failure of auditor independence -- $g4.$tCognitive roots : the role of human biases -- $g5.$tOrganizational roots : the role of institutional failures -- $g6.$tPolitical roots : the role of special-interest groups -- $g7.$tRecognition : identifying emerging threats earlier -- $g8.$tPrioritization : focusing on the right problems -- $g9.$tMobilization : building support for preventative action -- $g10.$tFuture predictable surprises -- $gApp. A.$tGeneral accounting office reports warning of aviation security weaknesses, 1994-2001 -- $gApp. B.$tTen elements of an effective crisis-response plan.
520 1 $a"9/11 was preceded by a stream of warning signs in the years and months leading up to the disaster. Yet when the attacks occurred, leaders at every level were taken by surprise." "Predictable Surprises goes beyond simply assigning blame to explore why leaders so often miss or ignore impending disasters and what they can do to prevent them. Through detailed and riveting accounts of the events, missed signals, and ignored warnings leading up to 9/11, the fall of Enron, and other high-profile disasters, Bazerman and Watkins explain the cognitive, organizational, and political biases that make predictable surprises so common, and outline proactive steps leaders can take to overcome them."--BOOK JACKET.
650 0 $aEmergency management.$0http://id.loc.gov/authorities/subjects/sh91000441
700 1 $aWatkins, Michael,$d1956-$0http://id.loc.gov/authorities/names/n98111369
830 0 $aLeadership for the common good.$0http://id.loc.gov/authorities/names/no2004097703
856 41 $3Table of contents$uhttp://www.loc.gov/catdir/toc/ecip0420/2004017441.html
852 00 $boff,bus$hHV551.2$i.B39 2004