Tough Decisions

Tough Decisions places readers in realistic composites of cases the authors have actually seen or managed where they must make tough medical decisions. What happens in them often depends on the reader's decisions and thus gives a sense of pressures that bear on clinical-decision making.

What do you do when the algorithm doesn’t have the answer? Countless tools and frameworks claim to make decisions objective and bias-free. But in reality, the defining decisions that leaders face are complex ones with subjective information sources and conflicting courses of action. That’s why the toughest choices are left to the leaders, and that’s why formulas won’t answer them. In Difficult Decisions: How Leaders Make the Right Call with Insight, Integrity, and Empathy, leadership expert and CEO of YSC Consulting, Eric Pliner, delivers a set of practical tools for readers to make sense of these complex, subjective decisions quickly and with integrity. It presents a path to understanding your own subjectivity, and how your morals, ethics, and responsibilities affect how leaders make the most important decisions. Difficult Decisions is ideal for executives, managers, and business leaders to examine their own intuition and navigate the most conflicted choices they make. It’s a challenging read and an indispensable resource to help readers develop self-reflection, clarify their values, and ultimately make the choice that is most “right” to them.

The New York Times bestseller by the most talked about woman in American business. For five and a half years, Carly Fiorina led Hewlett-Packard through major internal changes, the worst technology slump in decades, and the most controversial merger in high-tech history. Yet just as things were about to turn around, she was abruptly fired, making front-page news around the world. Fiorina has been the subject of endless debate and speculation. But she has never spoken publicly about crucial details of her time at HP, about the mysterious circumstances of her firing, or about many other aspects of her landmark career. Until now. In this extraordinarily candid memoir, she reveals the private person behind the public persona. She shares her triumphs and failures, her deepest fears and most painful confrontations. She shows us what it was like to be an ambitious young woman at stodgy old AT&T and then a fast- track executive during the spin-off of Lucent Technologies. Above all, she describes how she drove the transformation of legendary but deeply troubled HP, in the face of fierce opposition. One of Fiorina's big themes is that in the end business isn't just about numbers; it's about people.This book goes beyond the caricature of the powerful woman executive to show who she really is and what the rest of us male or female, in business or not can learn from the tough choices she made along the way.

Making Tough Decisions about End-of-Life Care in Dementia is a lifeline, an invaluable guide to assist in the late stage of dementia.

A guide to managing the process of securing an enterprise network, covering all aspects from perimeter security to application security.

This book provides a practical guide to decision making within the realm of trauma surgery. Each chapter covers the ideal approach, rather than customary care, for the treatment of the chosen difficult decision or controversy. A broad range of topics are covered with particular attention given to resuscitation, wound management, thoracic and abdominal trauma, antimicrobial management, transplant considerations, vascular trauma, traumatic brain injury, pediatric trauma and ethics. Difficult Decisions in Trauma Surgery aims to help improve the treatment of trauma patients and is relevant to surgical trainees and practicing surgeons, and as well as medical professionals working within trauma medicine.

How to Resolve the Really Hard Problems Every manager makes tough calls—it comes with the job. And the hardest decisions are the “gray areas”—situations where you and your team have worked hard to find an answer, you’ve done the best analysis you can, and you still don’t know what to do. But you have to make a decision. You have to choose, commit, act, and live with the consequences and persuade others to follow your lead. Gray areas test your skills as a manager, your judgment, and even your humanity. How do you get these decisions right? In Managing in the Gray, Joseph Badaracco offers a powerful, practical, and even radical way to resolve these problems. Picking up where conventional tools of analysis leave off, this book provides tools for judgment in the form of five revealing questions. Asking yourself these five questions provides a simple yet profound way to broaden your thinking, sharpen your judgment, and develop a fresh perspective. What makes these questions so valuable is that they have truly stood the test of time—they’ve guided countless men and women, across many centuries and cultures, to resolve the hardest questions of work, responsibility, and life. You can use the five-question framework on your own or with others on your team to help you cut through complexities, understand critical trade-offs, and develop workable solutions for even the grayest issues.

You are faced with so many difficult decisions. Often your decision making seems random. It can be swayed by different situations and emotions. You need to be more rigorous in the way you make decisions and yet you have very little time to do so. Experience from others who have made tough decisions and a framework to help you do so would be invaluable. The courage to make decisions is sometimes a bit elusive. It is difficult to find the calmness to be able to make and live with those decisions. There is so much that can be learned from the experience of others. After working through this book you will have the courage of your convictions and the ability to make difficult decisions count. The book sets out a framework for making difficult decisions that has been tried and tested. It has been used successfully in one-to-one coaching with senior leaders in both the public, private and voluntary sectors. The framework is built on the following strands: Clarity; Conviction; Courage; and Communication.