How your thinking style shapes the success of analytic models in business.
This insightful work shows that the way managers and analysts solve problems can determine whether models are useful in real decision making.
The text explains that different cognitive styles influence how people approach planning, data use, and validation. It argues for focusing on process and fit between a task and a manager’s mindset, rather than pushing a single “best” method. Readers will see practical ideas for designing models that people can trust, use, and adapt in their own work.
- How systematic and intuitive styles affect model building and usage
- Ways to validate models so managers feel confident using them
- Guidance on aligning analytic techniques with real decision processes
- Strategies to improve collaboration between managers and scientists
Ideal for readers who want to bridge theory and practice in management science and analytics.
McKenney is retired from teaching at Harvard.