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Condizione: New.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

Paperback. Condizione: new. Paperback. Companies spend billions installing frameworks into operating systems that were never designed to run them. The language changes. The behavior doesn't.Ever been told to be "data driven" for a decision already made?Sat in a meeting about having too many meetings and scheduled another?Been given a strategy that can't fail because no one defined success?Those aren't bugs. They're features of a system doing exactly what it was designed to do.I Think, Therefore I Know isn't another playbook. It diagnoses why organizations resist the changes they claim to want and what it actually takes to stop repeating the cycle.Drawing on neuroscience, economics, manufacturing history, and two decades of experience across factory floors, software teams, and corporate boardrooms, Brad Nelson explores how incentive structures, measurement dysfunction, and unchecked growth produce organizations that optimize for activity over value, then punish the people who notice.Inside, you'll explore: - Why roughly 80 percent of software features go unused and what that reveals about how organizations decide what to build- How shareholder primacy reshaped corporate behavior and why the system struggles to justify its own outcomes- The biological effects of stress on cognition and performance and why "work harder" is often ineffective leadership advice- What companies like Toyota and Costco, and leaders like Alan Mulally at Ford, understood about building resilient systems- A practical confidence framework for matching validation effort to uncertainty and risk- Why copying "best practices" fails and how effective organizations adapt principles instead of imitating tacticsThis is not a book about what organizations should do. It's an examination of what they actually do and the gap between the two.Written for leaders, practitioners, and anyone who has watched smart people build the wrong things for the right-sounding reasons."Belief doesn't lead to change. Behavior does." Why do organizations repeat the same mistakes? Drawing on neuroscience, economics, and two decades of experience, Brad Nelson explores why organizations resist change and how scientific thinking helps people and systems learn. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Taschenbuch. Condizione: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Companies spend billions installing frameworks into operating systems that were never designed to run them. The language changes. The behavior doesn't.Ever been told to be 'data driven' for a decision already made Sat in a meeting about having too many meetings and scheduled another Been given a strategy that can't fail because no one defined success Those aren't bugs. They're features of a system doing exactly what it was designed to do.I Think, Therefore I Know isn't another playbook. It diagnoses why organizations resist the changes they claim to want and what it actually takes to stop repeating the cycle.Drawing on neuroscience, economics, manufacturing history, and two decades of experience across factory floors, software teams, and corporate boardrooms, Brad Nelson explores how incentive structures, measurement dysfunction, and unchecked growth produce organizations that optimize for activity over value, then punish the people who notice.Inside, you'll explore:¿ Why roughly 80 percent of software features go unused and what that reveals about how organizations decide what to build¿ How shareholder primacy reshaped corporate behavior and why the system struggles to justify its own outcomes¿ The biological effects of stress on cognition and performance and why 'work harder' is often ineffective leadership advice¿ What companies like Toyota and Costco, and leaders like Alan Mulally at Ford, understood about building resilient systems¿ A practical confidence framework for matching validation effort to uncertainty and risk¿ Why copying 'best practices' fails and how effective organizations adapt principles instead of imitating tacticsThis is not a book about what organizations should do. It's an examination of what they actually do and the gap between the two.Written for leaders, practitioners, and anyone who has watched smart people build the wrong things for the right-sounding reasons.'Belief doesn't lead to change. Behavior does.'.…

Paperback. Condizione: new. Paperback. Companies spend billions installing frameworks into operating systems that were never designed to run them. The language changes. The behavior doesn't.Ever been told to be "data driven" for a decision already made?Sat in a meeting about having too many meetings and scheduled another?Been given a strategy that can't fail because no one defined success?Those aren't bugs. They're features of a system doing exactly what it was designed to do.I Think, Therefore I Know isn't another playbook. It diagnoses why organizations resist the changes they claim to want and what it actually takes to stop repeating the cycle.Drawing on neuroscience, economics, manufacturing history, and two decades of experience across factory floors, software teams, and corporate boardrooms, Brad Nelson explores how incentive structures, measurement dysfunction, and unchecked growth produce organizations that optimize for activity over value, then punish the people who notice.Inside, you'll explore: - Why roughly 80 percent of software features go unused and what that reveals about how organizations decide what to build- How shareholder primacy reshaped corporate behavior and why the system struggles to justify its own outcomes- The biological effects of stress on cognition and performance and why "work harder" is often ineffective leadership advice- What companies like Toyota and Costco, and leaders like Alan Mulally at Ford, understood about building resilient systems- A practical confidence framework for matching validation effort to uncertainty and risk- Why copying "best practices" fails and how effective organizations adapt principles instead of imitating tacticsThis is not a book about what organizations should do. It's an examination of what they actually do and the gap between the two.Written for leaders, practitioners, and anyone who has watched smart people build the wrong things for the right-sounding reasons."Belief doesn't lead to change. Behavior does." Why do organizations repeat the same mistakes? Drawing on neuroscience, economics, and two decades of experience, Brad Nelson explores why organizations resist change and how scientific thinking helps people and systems learn. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.…

Paperback. Condizione: new. Paperback. Companies spend billions installing frameworks into operating systems that were never designed to run them. The language changes. The behavior doesn't.Ever been told to be "data driven" for a decision already made?Sat in a meeting about having too many meetings and scheduled another?Been given a strategy that can't fail because no one defined success?Those aren't bugs. They're features of a system doing exactly what it was designed to do.I Think, Therefore I Know isn't another playbook. It diagnoses why organizations resist the changes they claim to want and what it actually takes to stop repeating the cycle.Drawing on neuroscience, economics, manufacturing history, and two decades of experience across factory floors, software teams, and corporate boardrooms, Brad Nelson explores how incentive structures, measurement dysfunction, and unchecked growth produce organizations that optimize for activity over value, then punish the people who notice.Inside, you'll explore: - Why roughly 80 percent of software features go unused and what that reveals about how organizations decide what to build- How shareholder primacy reshaped corporate behavior and why the system struggles to justify its own outcomes- The biological effects of stress on cognition and performance and why "work harder" is often ineffective leadership advice- What companies like Toyota and Costco, and leaders like Alan Mulally at Ford, understood about building resilient systems- A practical confidence framework for matching validation effort to uncertainty and risk- Why copying "best practices" fails and how effective organizations adapt principles instead of imitating tacticsThis is not a book about what organizations should do. It's an examination of what they actually do and the gap between the two.Written for leaders, practitioners, and anyone who has watched smart people build the wrong things for the right-sounding reasons."Belief doesn't lead to change. Behavior does." Why do organizations repeat the same mistakes? Drawing on neuroscience, economics, and two decades of experience, Brad Nelson explores why organizations resist change and how scientific thinking helps people and systems learn. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…

Taschenbuch. Condizione: Neu. I Think, Therefore I Know | Scientific Thinking for Unscientific Organizations | Brad Nelson | Taschenbuch | Englisch | 2026 | Katafy Press | EAN 9798994532102 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand.…