Cognitive traps for intelligence analysis

PROF. DR. OLAF PASSENHEIM CHANGE MANAGEMENT Prof. Dr. Olaf Passenheim Change Management Change Management © 2010 Prof. Dr. Olaf Passenheim & Ventus Publishing ApS ISBN 978-87-7681-705-3 To Till Jakob and Jan Malte Contents 1. 1.1 1.2 1.3 2. 2.1 2.2 2.3 2.4 2.5 3. 3.1 3.2 3.2.1 3.2.2 3.2.3 3.2.4 4. 4.1 Change Management Introduction Reasons for Change Origins of Change Management Concepts of Change Management Lewin´s Change Theory Chin & Benne´s “Effecting Changes in Human System”

Lee Clark (6338581), Sarmad Hashmi (7249729), Ahmad Abu Sheikh (7266326), Yifan Luo (6439801), Omar Alshanteer (7337571), SawilaBayat (7295651), Tyler Rigg (7239730) Component Marker’s Comments Letter Grade Awarded Definitions and Models Analysis (the link between the theory and company practices) Opinion (responses to questions such as ‘in your view’) Quality of the research effort Overall quality of the written report Overall Report Grade: _________________ Table

......82 3 Preface This text is a non-technical overview of modern decision theory. It is intended for university students with no previous acquaintance with the subject, and was primarily written for the participants of a course on risk analysis at Uppsala University in 1994. Some of the chapters

Behavioral Heuristics – Check Anchor/OAR Availability– Conservatism, Anchoring, Overconfidence, Ambiguity aversion, Representativeness, Availability Traditional Finance – TF-RAR - Risk averse, Asset integration, Rational expectations Behavioral Finance – BF-LAB - Loss averse, Asset segregation, Biased expectations Type of Investors – CMIS - Cautious, Methodical, Individualistic, Spontaneous IPS Process – OCSAEEA, Old Cars Sell At Eastern European Auctions – Objectives, Constraints, Strategy

LT N G N G B P . 6 E Q U I 0 M A A A1 /I 9 9 • R A N D 5 – 1 0 T Y PEKKA TUOMINEN Managing Brand Equity ABSTRACT The purpose of this study is to discuss and elaborate the main issues encountered in managing brand equity. In order to achieve this purpose, we first analyse the concept of brand equity; second, we provide a comprehensive framework for managing brand equity; and finally, we distinguish different ways to leverage and measure brand equity. The concept of brand equity emerged in

presence ............................................................................................. 56 3.3.4 Role of IT ................................................................................................................ 57 4 CROSS CASE ANALYSIS .................................................................................................. 62 4.1 General similarities and differences ............................................................................... 62 i 4.2 5 Main

VIEW Strategic Human Resource Management Taken from: Strategic Human Resource Management, Second Edition by Charles R. Greer Copyright © 2001, 1995 by Prentice-Hall, Inc. A Pearson Education Company Upper Saddle River, New Jersey 07458 Compilation Copyright © 2003 by Pearson Custom Publishing All rights reserved. This copyright covers material written expressly for this volume by the editor/s as well as the compilation itself. It does not cover the individual selections herein that

Marketing Management, 14e (Kotler/Keller) Chapter 9 Creating Brand Equity 1) The first step in the strategic brand management process is ________. A) measuring consumer brand loyalty B) identifying and establishing brand positioning C) planning and implementing brand marketing D) measuring and interpreting brand performance E) growing and sustaining brand value Answer: B Page Ref: 241 Objective: 1 AACSB: Analytic skills Difficulty: Easy 2) The American Marketing Association defines a ________ as

other leaders replicate cultural settings as much as possible during training, using role players or actual partners. 5. TRAIN WHILE OPERATING Units learn from formal and informal after actions review An after action review is a facilitated self-analysis of an organization's performance, with the objective of improving future performance Units conduct training even when the unit is engaged in operations. As units operate, they learn from formal and informal after action reviews-during and after operations

and engage in vigorous physical activities every day. Of course, the visual and performing arts fuel both preschool children’s imaginative play and creativity and also promote learning in all domains, including physical skill development, cognitive development, and social-emotional development. I believe that these foundations will help guide and support all California preschools in providing developmentally