000			01605nam a22002657a 4500
003			OSt
005			20170518102754.0
008			170220b xxu||||| |||| 00| 0 eng d
020			_a1591391784 (alk. paper)
040			_aMMU _cMMU _dMMU _beng
042			_apcc
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.
300			_axiv, 317 p. : _bill., map ; _c24 cm.
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	_aEmergency management.
700	1		_aWatkins, Michael, _d1956-
856	4	1	_3Table of contents _uhttp://www.loc.gov/catdir/toc/ecip0420/2004017441.html
942			_2lcc _cLOAN LOAN
999			_c23112 _d23112