Illustrates the five basic principles for conducting productive meetings. In a nightmarish court, a cynical manager is found guilty of failing to prepare himself and inform others about the meeting agenda.
Notes
Cast: John Cleese, Robert Hardy, Jeremy Child, Alphonsia Emmanuel; introduced by Antony Jay.
The third book of the series explores different sources of knowledge for clinical decision-making; it is frequently the case that knowledge from different sources may be applicable (and/or available) to inform a particular procedure or intervention.
As the primary focus of this volume, synthesis of evidence related to risk related to a deleterious, adverse outcome and treatment is increasingly important and relevant— evidenced by the increasing number of systematic reviews and meta-analyses appearing in publication.
How do we think without thinking, seem to make choices in an instant--in the blink of an eye--that actually aren't as simple as they seem? Why are some people brilliant decision makers, while others are consistently inept? Why do some people follow their instincts and win, while others end up stumbling into error? And why are the best decisions often those that are impossible to explain to others? Drawing on cutting-edge neuroscience and psychology, the author reveals that great decision makers aren't those who process the most information or spend the most time deliberating, but those who have perfected the art of filtering the very few factors that matter from an overwhelming number of variables.
