A Systems Thinking Decision-Making Process: How to Avoid Burnt Toast

1. An Uncertain and More Complex Environment Requires you Learn From Your Decisions – Question the Known and Seek Answers to the Unknown -- 2. How the Journey to Improved Decision Making Started with my Introduction to the Silo Problem and the Importance of Understanding Both Sides of a Story -- 3. What Was Learned by Supporting and Making Decisions During Local and National Political Campaigns -- 4. My First Government Job Getting to the Census Bureau -- 5. My First a Job in the Private Sector - Xerox -- 6. My Second Job in Government Back to the Bureau -- 7. My Second Job in the Private Sector - Getting to Kodak on My Way to General Motors -- 8. My Final Job in the Private Sector - How Early Involvement in the GM Decision-Making Process Led to the Effective Use of Market Research -- 9. Using Systems Thinking to Create an Experienced Based Decision Process -- 10. Keep an Open Mind, Think Systemically, and Encourage Transparency -- 11. Encourage Learning -- 12. Based on Good and Bad Experiences, A Beginning Discussion of the Potential Decision-Making Framework From Which Lessons Can Be Learned and Burnt Toast Can be Avoided -- 13. Based on Good and Bad Experiences, A Beginning Discussion of the Potential Decision-Making Framework From Which Lessons Can Be Learned and Burnt Toast Can be Avoided -- 14. How Using the Right Decision Process Could Have Avoided Kodak’s Predisposed Mindset That Led to Burnt Toast -- 15. Developing the Design and Implementation of an Inquiry Center That Contributes to the Ability to Avoid Burnt Toast -- 16. The Benefit of Leadership’s Improved Thinking and Decision Making that Overcame the Desire of Some to Focus Exclusively on the Existing Business. .