By Π ΠΎΠ·Π΅Π½ΡΠ²Π΅ΠΉΠ³ Π€.
Π ΠΎΠ·Π΅Π½ΡΠ²Π΅ΠΉΠ³ Π€., 2008
ΠΠ½ΠΎΠ³ΠΈΠ΅ ΠΏΡΠ΅Π΄ΡΡΠ°Π²Π»Π΅Π½ΠΈΡ ΠΎ Π±ΠΈΠ·Π½Π΅ΡΠ΅ ΠΏΠΎΠ΄Π²Π΅ΡΠΆΠ΅Π½Ρ Π²Π»ΠΈΡΠ½ΠΈΡ ΠΈΠ»Π»ΡΠ·ΠΈΠΉ, Π»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΈΡ ΠΎΡΠΈΠ±ΠΎΠΊ ΠΈ Π»ΠΎΠΆΠ½ΡΡ ΡΡΠΆΠ΄Π΅Π½ΠΈΠΉ. ΠΡΠΈ ΠΈΡΠΊΠ°ΠΆΠ΅Π½ΠΈΡ Π²Π»ΠΈΡΡΡ Π½Π° Π½Π°ΡΠ΅ Π²ΠΎΡΠΏΡΠΈΡΡΠΈΠ΅ ΠΈΡΡΠΈΠ½Π½ΡΡ ΠΏΡΠΈΡΠΈΠ½ ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΠΎΠ² Π΄Π΅ΡΡΠ΅Π»ΡΠ½ΠΎΡΡΠΈ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΉ. Π ΡΡΠΎΠΉ ΠΊΠ½ΠΈΠ³Π΅ Π€ΠΈΠ» Π ΠΎΠ·Π΅Π½ΡΠ²Π΅ΠΉΠ³ ΡΠ°Π·ΠΎΠ±Π»Π°ΡΠ°Π΅Ρ ΡΠ°ΡΠΏΡΠΎΡΡΡΠ°Π½Π΅Π½Π½ΡΠ΅ Π·Π°Π±Π»ΡΠΆΠ΄Π΅Π½ΠΈΡ Π΄Π΅Π»ΠΎΠ²ΠΎΠ³ΠΎ ΠΌΠΈΡΠ°, ΠΊΠΎΡΠΎΡΡΠ΅ Π²ΡΡΡΠ΅ΡΠ°ΡΡΡΡ Π² ΠΏΡΠ΅ΡΡΠ΅, ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡΡ ΠΈ ΠΏΠΎΠΏΡΠ»ΡΡΠ½ΡΡ Π±Π΅ΡΡΡΠ΅Π»Π»Π΅ΡΠ°Ρ . Π§Π°ΡΡΠΎ ΡΠ°ΠΊΠΈΠ΅ ΠΊΠ½ΠΈΠ³ΠΈ ΠΏΡΠ΅Π΄Π»Π°Π³Π°ΡΡ ΠΊΡΠ°ΡΠΈΠ²ΡΠ΅ ΠΈΡΡΠΎΡΠΈΠΈ Π²ΠΌΠ΅ΡΡΠΎ Π³Π»ΡΠ±ΠΎΠΊΠΎΠ³ΠΎ Π°Π½Π°Π»ΠΈΠ·Π°, Π²Π²ΠΎΠ΄Ρ ΠΌΠ΅Π½Π΅Π΄ΠΆΠ΅ΡΠΎΠ² Π² Π·Π°Π±Π»ΡΠΆΠ΄Π΅Π½ΠΈΠ΅ ΠΎΡΠ½ΠΎΡΠΈΡΠ΅Π»ΡΠ½ΠΎ ΡΠ΅Π°Π»ΡΠ½ΠΎΠΉ ΠΏΡΠΈΡΠΎΠ΄Ρ ΡΡΠΏΠ΅Ρ Π°.
Phil Rosenzweig, 2008
Many perceptions of business are influenced by illusions, logical errors, and false judgments. These distortions affect our understanding of the true causes behind a company's performance. In this book, Phil Rosenzweig debunks common misconceptions in the business world, found in the press, academic research, and popular bestsellers. Often, such books offer compelling narratives instead of deep analysis, misleading managers about the real nature of success.