- Taschenbuch: 256 Seiten
- Verlag: Free Press; Auflage: Revised. (6. Januar 2009)
- Sprache: Englisch
- ISBN-10: 0743291263
- ISBN-13: 978-0743291262
- Größe und/oder Gewicht: 14 x 1,5 x 21,4 cm
- Durchschnittliche Kundenbewertung: 2 Kundenrezensionen
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The Halo Effect: ... and the Eight Other Business Delusions That Deceive Managers (Englisch) Taschenbuch – 6. Januar 2009
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"I was taken by this book. It destroys myths concerning the attribution of success in the management literature using potent empirical arguments. It should stand as one of the most important management books of all time, and an antidote to those bestselling books by gurus presenting false patter and naive arguments." -- Nassim Nicholas Taleb, author of Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets
"In The Halo Effect, Phil Rosenzweig has done us all a great service by speaking the unspeakable. His iconoclastic analysis is a very welcome antidote to the kind of superficial, formulaic, and dumbed-down matter that seems to be the current stock in trade of many popular business books. It's the right book at the right time." -- John R. Kimberly, Henry Bower Professor of Entrepreneurial Studies, The Wharton School, University of Pennsylvania
"Business books all too rarely combine real-world savvy with scientific rigor. Rosenzweig's book is an outstanding exception -- it's a superb work and long overdue." -- Philip E. Tetlock, Lorraine Tyson Mitchell II Chair in Leadership and Communication, Haas School of Business, University of California, Berkeley
"Rosenzweig doesn't only poke fun at the mass of bad writing and bad science in the management world. He explains why it is so bad -- and how you can learn from it, despite the efforts of the authors." -- John Kay, Financial Times columnist and author of Everlasting Light Bulbs: How Economics Illuminates the World
Why do some companies prosper while others fail? Despite great amounts of research, many of the studies that claim to pin down the secret of success are based in pseudoscience. THE HALO EFFECT is the outcome of that pseudoscience, a myth that Philip Rosenzweig masterfully debunks in THE HALO EFFECT. THE HALO EFFECT highlights the tendency of experts to point to the high financial performance of a successful company and then spread its golden glow to all of the company's attributes - clear strategy, strong values, and brilliant leadership. But in fact, as Rosenzweig clearly illustrates, the experts are not just wrong, but deluded. Rosenzweig suggests a more accurate way to think about leading a company, a robust and clearheaded approach that can save any business from ultimate failure. -- Dieser Text bezieht sich auf eine andere Ausgabe: Taschenbuch.Alle Produktbeschreibungen
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Kann ich jedem empfehlen, der über Halbwahrheiten und Mythen im Management hinausgehen will.
Lehrt nebenbei kritisches Denken - eine Eigenschaft, die Unternehmen angeblich ja wollen. In Wahrheit wollen sie natürlich brave Lämmer...
Manager verstehen hohe Performanz in der Regel als das Ergebnis von Strategie und Implementierung. Beide Aspekte unterliegen einer Unsicherheit, die zwar ausgeblended wird aber eben der Grund für die Nichtgarantie von Geschäftserfolg ist. Die Genialität des Buches liegt zum einen darin, dass zum einen nicht des Lesers Wunsch nach Komfort befriedigt wird (deshalb wohl auch kein Bestseller!) und zum anderen das akzeptierte wissenschaftliche Vorgehen im Bereich Management/ Wirtschaft in Frage gestellt wird. Das Buch enthält viele Impulse und Fragestellungen und weniger Ratschläge. Das ist gut!
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A few years later (and still more business books, more business magazines and more TV business programs) one begins to develop a skeptical view and a critical judgement (like 'why the people who recommend stocks of a certain company don't keep it to themselves and pile as many stock of that company as they can get?').
We as humans deal poorly with uncertainty. We like explainations (the simpler and the shorter the better), we like (and create) heroes (the superman, superstar CEO) and we like to believe that the world is fair, and that the worthy and the good will succeed and prevail at the end. We also love stories - the drama, the suspense and the happy ending. Above all... our society, our schools, our religions and our media lead us often to forget how to think, specially by ourselves.
I am delighted to have come across this wonderful book. Phil Rosenzweig is an excellent writer - smart, precise, fun, enterntaining and provoking - and it strikes deep into the delusions that constantly deceive managers. He explains nine fundamental flaws that are pervasive in common business literature and managers thinking:
1 - The Halo Effect (the most important one)
2 - The Delusion of Correlation and Causality
3 - The Delusion of Single Explanations
4 - The Delusion of Connecting the Winning Dots
5 - The Delusion of Rigorous Research
6 - The Delusion of Lasting Success
7 - The Delusion of Absolute Performance
8 - The Delusion of the Wrong End of the Stick
9 - The Delusion of Organizational Skills
Phil goes further to explain that business success is fundamentally a function of strategy and execution, and that both are full of risk and uncertainty.
Once you read this book, you will lose some comfort, but you will gain a deeper understanding. You will be able to look at the Bloombergs, CNBCs, Blue Ocean Strategies, Good To Greats, Know-Hows of the world with the right perspective and with a very critical eye.
The book is primarily a polemic against popular business writers, both of articles in such publications as Fortune and, more particularly, those who pen business best-sellers claiming to reveal the Secret Formula to business success. Like the writers of personal self-help books, the authors of many business books succeed because the stories are engaging and simple: they seduce managers into believing that anything is possible if you just do the right things and think positively.
Rosenzweig reminds us that company performance is not steady and that is not solely driven by internal mechanisms. Rather, performance is relative to the competitive environment, both at any moment and over time. Today's winner (who presumably employed the Secret Formula of success) will almost certainly do less well in the future, as market forces erode the effectiveness of their strategies and tactics.
I found two relatively minor problems. The first is that the arguments become somewhat repetitive after a time. In part, this is necessary, since Rosenzweig presents a number of cases, in which business gurus begin by stating that they are avoiding the bias in previous works, but then immediately introduce the same bias (and often add some new twist of their own). Still, one or two examples could have been omitted without diminishing the value or depth of the commentary. Yet, this is a relatively short book even with some repetition. Indeed, its length stands in contrast to the tree-killers he writes about.
The second is that the author appears to want to give some "how-to" advice toward the end of the book. Fortunately, he stops before venturing too far down that road, but for a bit I was concerned that the doctor would fall victim to the very disease he had just diagnosed in others.
I think I'll keep a a few copies of this on my bookshelf, and hand it out to those whose bookshelves seem to be populated by the likes of Porter or Collins.
Basically, Rosenzweig (with convincing references) points out that the most popular business "guru" books have been on the never-ending quest for some sort of "formula" for causing businesses to be "high performing"; none of which are actually right and all of which fail basic tests in logic and data integrity.
What's more is that besides the odd "coincidence" that many of the popular business books simultaneously contradict earlier work while coming to similar conclusions, they all attempt to codify some sort of "winning formula" while ignoring two very basic tenets of business: 1) business is dynamic in every facet, no one idea or variable (or even handful) can explain the differences between why some businesses are successful and others aren't, and, 2) every variable is inextricably linked to every other variable in often unknowable combinations.
The good news/bad news conclusion is that what really differentiates successful businesses from less successful ventures is both (a) far simpler than what these books attempt to impart, but also (b) far from easy to nail down. Nothing more than strategy and execution. Neither of which can carry the business alone; neither of which stays still; neither of which lend themselves to formulas.
Low-rating reviewers of this book seem to have stopped reading before the end (or read without actually processing -- like when you get some ways deeper into a book only to realized you don't remember a thing about it).
Let me repeat the punch-line here again: success/failure in business depends on strategy and execution. Neither of which can be reduced to some transcendental "winning formula". Both of these success factors are constantly shifting, but in ways that are dictated by current conditions to the business, internally and externally. Which means any formula will be temporary at best, and worthless under most other (and very specific) conditions.
A must read. You'll never look at business literature or surveys of any kind the same way ever again.
Three things really stood out about this book for me, making it a five-star read:
First, the author neatly sidesteps the dry academic tone while still making excellent use of solid research to make his points. Two examples of how he does this: At the start of every chapter, there is usually a quote by a noteworthy person that is very germane to the point or the "delusion" being discussed. The loop is closed very nicely back to the original quote after th discussion of the delusion, when the quote and the delusion start to make a very compelling picture together - in this way, every delusion becomes very memorable. Second example - the author takes verbatim quotes or claims from famous books- 'Good to Great' being a prominent example, and then uses both post-research company performance data as well as other vivid tools to debunk those claims
Second, the book is very balanced in not bashing all business how-to books, and does a good job of highlighting examples of good research / advice. Examples - the author highlights research findings by academics, as well as prescriptions by practitioners, Bossidy's book being an example, of where the authors did not fall prey to the Halo Effect.
Last, and to me the most important, the systematic approach is so effective that half ay through the book, the reader has already gotten into the rhythm of questioning the two or three critical foundations of any research being discussed, and starts to figure it out by himself or herself. This is great because once you have put down the book, the lessons are likely to stay with you and don't require you to fundamentally getup tomorrow an start to do vastly different things or become so obtuse as to lose relevance altogether. You come away with the big takeaways
(a) Beware of anything that claims to guarantee success in business as external forces can play havoc on your company's progress, and no book or formula can predict that
(b) Success is about understanding the key drivers around both strategy and execution, and developing a thoughtful approach to increasing your company's odds of success
(c) No company can expect to be successful for ever, as there is strong evidence of mean reversion, and also a significant likelihood that the winning formula will quickly become obsolete
The author also points out some key issues with teasing out cause-and-effect. The emblematic example is the myth that employee satisfaction predicts high performance, whereas the opposite has been shown to be true (via a methodologically sound longitudinal study) - the latter better predicts the former - employees get their bonuses, raises, promotions, etc.
I've read all of the one, two and three star reviews. It seems that the biggest issue people have with this book is that it's somewhat dour, it could be shorter, and the author is somewhat smug in "knocking" down some other business authors and books. I would agree that you could probably understand the Halo concept and some examples via an article, but you would miss out on the richness of some of the examples and exposition. For those who believe in a 5-step recipe for business success, I could see how the book could help to "burst a bubble" in terms of a simple success formula. In terms of providing recommendations, I think the author is pretty clear on valuing the following:
X scenario planning,
X sensitivity analysis,
X longitudinal studies,
X independence between predictor and outcome variables,
X relative vs. absolute performance
X and good critical thinking skills.
If you're looking for a traditional business book around the n-things to success, this is not the book. If you want to be a better critical thinker around business research and decision making, you can't go wrong with reading this book.
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