What should we do? 
What should we not do?

Making choices is an essential requirement for getting organizations to perform effectively.  This begins with formulating strategy, which at its heart is about choosing what - and what not - to do.  A well articulated strategy is characterized by a set of choices about segmentation, prioritization of resources and expectations about performance.  It’s the glue that connects the different parts of an organization, and it helps every employee make choices about how they should and should not act.

However, over the last 30 years researchers have built an ever-growing catalogue of the errors we commit when making choices.  The problem is typically not so much with the decision-making process as with the the quirky way in which our minds operate. In effect, our brains can sabatage our decisions - without us even realizing it!

How do we navigate our way through important decisions so as to minimize these errors?  And which decisions should we especially worry about?