Meetings Become Operating Systems : Decision making improves when management routines remove noise before work scales.DE

Garrett Nolan

ISBN 10: 3565487755 / ISBN 13: 9783565487752

Edité par Epubli, 2026

A propos de cet article

Druck auf Anfrage Neuware - Printed after ordering - Decision making is rarely damaged by one bad meeting. It weakens when every routine absorbs uncertainty instead of resolving it. This book reframes meetings as operating systems for management, alignment, and execution.It examines agenda design, managerial cadence, and escalation paths as mechanisms that determine how information moves. A meeting can clarify ownership, surface constraints, and accelerate output. It can also hide confusion behind participation.The book separates communication from coordination and coordination from decision rights. Managers learn to see meetings not as calendar events, but as recurring tests of structure, priority, and responsibility.In European organizations, where cross-border teams and matrix structures are common, decision making requires more than consensus. It requires routines that reduce ambiguity without increasing control.

N° de réf. du vendeur 9783565487752

Détails bibliographiques

• Titre: Meetings Become Operating Systems : Decision making improves when management routines remove noise before work scales.DE
• Éditeur: Epubli
• Date de parution: 2026
• Langue: anglais
• ISBN à 10 chiffres: 3565487755
• ISBN à 13 chiffres: 9783565487752
• Reliure: Taschenbuch
• État de l'article: Neu
• Dimensions: 297 L x 210 H x 13 P (en millimètres) 297 millimètres de largeur par 210 millimètres de hauteur par 13 millimètres de profondeur
• Poids: 723 grammes

A propos de ce titre

Synopsis

Decision making is rarely damaged by one bad meeting. It weakens when every routine absorbs uncertainty instead of resolving it. This book reframes meetings as operating systems for management, alignment, and execution. It examines agenda design, managerial cadence, and escalation paths as mechanisms that determine how information moves. A meeting can clarify ownership, surface constraints, and accelerate output. It can also hide confusion behind participation. The book separates communication from coordination and coordination from decision rights. Managers learn to see meetings not as calendar events, but as recurring tests of structure, priority, and responsibility. In European organizations, where cross-border teams and matrix structures are common, decision making requires more than consensus. It requires routines that reduce ambiguity without increasing control.

À propos de l'auteur

A two-time career changer who navigated industry crashes, developing self-help confidence builders, business frameworks for transitions, and historical narratives of labor migrations.