| 000 | 01793cam a22003494a 4500 | ||
|---|---|---|---|
| 001 | 2004017441 | ||
| 003 | DLC | ||
| 005 | 20190729102929.0 | ||
| 008 | 040727s2004 mauab b 001 0 eng | ||
| 010 | _a 2004017441 | ||
| 040 |
_aDLC _cDLC _dUKM _dC#P _dGHG _dDLC |
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| 020 | _a1591391784 (alk. paper) | ||
| 035 | _a(OCoLC)ocm56085820 | ||
| 042 | _apcc | ||
| 049 | _aEY8Z | ||
| 050 | 0 | 0 |
_aHV551.2 _b.B39 2004 |
| 082 | 0 | 0 |
_a363.34/7 _222 |
| 100 | 1 | _aBazerman, Max H. | |
| 245 | 1 | 0 |
_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, _cc2004. |
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| 300 |
_axiv, 317 p. : _bill., map ; _c24 cm. |
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| 440 | 0 | _aLeadership for the common good | |
| 504 | _aIncludes bibliographical references (p. 299-300) and index. | ||
| 505 | 0 | _aWhat is a predictable surprise? A preview -- pt. 1. Prototypes of predictable surprises. September 11 : the costs of ignoring a predictable surprise -- The collapse of Enron and the failure of auditor independence -- pt. 2. Why don't we act on what we know? Cognitive roots : the role of human biases -- Organizational roots : the role of institutional failures -- Political roots : the role of special-interest groups -- pt. 3. Preventing predictable surprises. Recognition : identifying emerging threats earlier -- Prioritization : focusing on the right problems -- Mobilization : building support for preventative action -- Future predictable surprises. | |
| 650 | 0 |
_aDisasters _xPrevention. |
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| 700 | 1 |
_aWatkins, Michael, _d1956- |
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| 856 | 4 | 1 |
_zTable of contents _uhttp://www.loc.gov/catdir/toc/ecip0420/2004017441.html |
| 948 | _au173801 | ||
| 949 |
_hEY8Z _i33039000750769 |
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| 596 | _a1 | ||
| 903 | _a9352 | ||
| 999 |
_c9352 _d9352 |
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