A leader's framework for decision making David J. Snowden and Mary E. Boone
By: Snowden, David J
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Contributor(s): Boone, Mary E.
Material type: 
ArticleSeries: Harvard Business Review.Publisher: Harvard Business Review, 2007Subject(s): RECOMMENDED READING | DECISION MAKING | LEADERSHIP | MANAGEMENT | UNITED STATESOnline resources: Click here to access online
In:
Harvard Business Review, 2007, 85(11): 68-76 (Open access)Summary: The 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
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Harvard Business Review, 2007, 85(11): 68-76 (Open access)
Recommended reading
The 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
