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039			_a202110041003 _bstaff _c201302061723 _d staff _c200908060244 _d staff _y 200908060242 _z staff
050			_a363.347 _bBAZ
082			_a363.347 _bBAZ [ Shelf 76]
100			_aBazerman, Max H.
245			_aPredictable surprises : _bthe disasters you should have seen coming, and how to prevent them / _cMax H. Bazerman, Michael D. Watkins.
260			_aBoston : _bHarvard Business School Press, _c2008.
300			_axiv, 319 p. : _bill., map ; _c24 cm.
440			_aLeadership for the common good
504			_aIncludes bibliographical references (p. 299-300) and index.
505			_aWhat is a predictable surprise? A preview -- pt. 1. Prototypes of predictable surprises. September 11 : the costs of ignoring a predictable surprise -- The collapse of Enron and the failure of auditor independence -- pt. 2. Why don't we act on what we know? Cognitive roots : the role of human biases -- Organizational roots : the role of institutional failures -- Political roots : the role of special-interest groups -- pt. 3. Preventing predictable surprises. Recognition : identifying emerging threats earlier -- Prioritization : focusing on the right problems -- Mobilization : building support for preventative action -- Future predictable surprises.
650			_aEmergency management.
700			_aWatkins, Michael, _d 1956-
856			_Table of contents _u http://www.loc.gov/catdir/toc/ecip0420/2004017441.html
991			_aVIRTUA40
991			_aVTLSSORT0080*0200*0500*0820*1000*2450*2600*3000*4400*5040*5050*6500*7000*8560*9992
909			_a1428
999			_c1410 _d1410