Managers spend their days making (or avoiding) choices and are judged on the outcomes. Yet most managers have only the foggiest idea how they carne to those choices. Hence this special issue of HBR, devoted to giving executives clear frameworks and processes for making better, faster, and smarter decisions

From oracles and entrails to the scientific method, executive information systems, rock-paper-scissors, and gut instinct, our efforts to improve the way we make decisions have hardly marched straight toward rationalism

Leaders set the tone for a decisive or indecisive corporate culture. The ones who insist on honest dialogue and follow-through will be rewarded with organizations that execute consistently and well