| 000 | 01202nam a22002297a 4500 | ||
|---|---|---|---|
| 008 | 200121200121b ||||| |||| 00| 0 mon d | ||
| 020 | _a9781422191903 | ||
| 035 | _a1877 | ||
| 040 | _cШинэ Монгол Технологийн Дээд Сургууль | ||
| 041 | _aeng | ||
| 082 |
_a658 _bM-15 |
||
| 100 | _aChristian Madsbjerg | ||
| 245 | 4 | _aThe Moment of Clarity | |
| 260 |
_aUSA _bHarvard Business Review _c2014 |
||
| 300 |
_a214 _c165x240 |
||
| 490 | _a0 | ||
| 500 | _aTraditional problem-solving methods taught in business schools serve us well for some of the everyday challenges of business, but they tend to be ineffective with problems involving a high degree of uncertainty. Why? Because, more often than not, these tools are based on a flawed model of human behavior. And that flawed model is the invisible scaffolding that supports our surveys, our focus groups, our R&D, and much of our long-term strategic planning. | ||
| 505 | _tGetting People Wrong Getting People Right | ||
| 653 | _a.Christian Madsbjerg Mikkel B. Rasmussen The Moment of Clarity Using the Human Sciences to Solve Your Toughest Business Problems | ||
| 700 | _aMikkel B. Rasmussen | ||
| 942 |
_2ddc _cBK |
||
| 999 |
_c742 _d742 |
||