000			01380cam a22001934a 4500
008			040727s2004 mauab g b 001 0 eng
040			_aAE-FuU _cAE-ShKH
041	0		_aeng
050	0	0	_aHV551.2 _b.B39 2004
100	1		_aBazerman, Max H. _91868
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.
300			_axiv, 317 p. : _bill., map ; _c24 cm.
490	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	_aEmergency management. _9150
700	1		_aWatkins, Michael, _d1956- _91869
999			_c951 _d951