"Yes" or "No": The Guide to Better Decisions

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Overview

"Yes" or "No," from the #1 New York Times bestselling author Spencer Johnson, presents a brilliant and practical system anyone can use to make better decisions, soon and often — both at work and in personal life.
The "Yes" or "No" System lets us:

  • focus on real needs, versus mere wants
  • create better options
  • see the likely consequences of choices
  • and identify and then use our own integrity, intuition, and insight to gain peace of mind, self-confidence, and freedom from fear
...
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More About This Book

Overview

"Yes" or "No," from the #1 New York Times bestselling author Spencer Johnson, presents a brilliant and practical system anyone can use to make better decisions, soon and often — both at work and in personal life.
The "Yes" or "No" System lets us:

  • focus on real needs, versus mere wants
  • create better options
  • see the likely consequences of choices
  • and identify and then use our own integrity, intuition, and insight to gain peace of mind, self-confidence, and freedom from fear

Managers and employees burdened by indecisiveness and frustrated with their poor decision-making skills will find solace in this guidebook from the bestselling author of The One Minute Manager. Thoroughly tested in top US corporations, this practical system allows everyone to make better decisions.

Editorial Reviews

Jack E. Bowsher
This book is essential reading. You can read it on a plane ride and apply the lessons immediately.
Norman Vincent Peale
Dr. Spencer Johnson has the rare ability to be interesting, provocative and succinct. My admiration is complete.

Product Details

  • ISBN-13: 9780887306310
  • Publisher: HarperCollins Publishers
  • Publication date: 6/28/1993
  • Edition description: Reprint
  • Pages: 112
  • Sales rank: 150,277
  • Product dimensions: 5.50 (w) x 8.00 (h) x 0.28 (d)

Meet the Author

Spencer Johnson

Spencer Johnson is an internationally respected thought leader and number one bestselling author whose insights help millions of people discover simple truths they can use to have healthier lives with more success and less stress. He has often been called "the best there is at taking complex subjects and presenting simple solutions that work."

He is the author of the #1 bestselling books Who Moved My Cheese?, an amazing way to deal with change, and The One Minute Manager®, the world's most popular management method, written with legendary management consultant Kenneth Blanchard.

Dr. Johnson has written many other international bestsellers, including The Present, Yes or No, and four other books in the One Minute® series: The One Minute Mother, The One Minute Father, The One Minute Teacher, and One Minute for Yourself; and the popular children's book series, ValueTales®

His education includes a B.A. in psychology from the University of Southern California, an M.D. degree from the Royal College of Surgeons, and medical clerksbips at Harvard Medical School and the Mayo Clinic.

Dr. Johnson has served as Medical Director of Communications for Medtronic, the inventors of cardiac pacemakers; Research Physician at the Institute for Inter-Disciplinary Studies, a think tank; Consultant to the Center for the Study of the Person, and the School of Medicine, University of California; and Leadership Fellow at the Harvard Business School.

His books have been featured often in the media, including CNN, the Today show, Larry King Live, Time, BusinessWeek, the New York Times, the Wall Street Journal, Fortune, USA Today, the Associated Press, and United Press International.

Spencer Johnson's books are available worldwide in twenty-six languages.

Biography

Spencer Johnson is an M.D. who has become better known for fixing ailing corporations than healing the sick, first with his 1982 business classic The One Minute Manager (coauthored with psychiatrist Kenneth Blanchard) and then, unforgettably, with Who Moved My Cheese?, a word-of-mouth sensation that eventually remained on the New York Times bestseller list for over two years and has been translated into 11 languages.

Word had slowly built up about Cheese, based on the strength of recommendations from heavy-hitter executives at Procter & Gamble, GE, Hewlett-Packard and others. Businesses, hit by the downshifting economy, began ordering copies by the thousands; by 2000, it was a national bestseller. The book sets up a story about four characters who live in a maze: Hem and Haw, who are little people; and Sniff and Scurry, who are mice.

Johnson, who based the story on the fact that mice rarely go back to the same place to look for cheese and felt that humans might benefit from the example, created the story for himself as a way of helping himself get through a divorce. Urged by former writing partner Blanchard to set the story down in book form, Johnson finally did – and nothing happened, at first. But over two years, the book picked up momentum, not only among companies who were trying to deal with everything from sales downturns to massive layoffs, but among individuals who found the book helped them gain a new perspective on personal situations as well.

Johnson’s forte is to create allegorical stories that present simple, digestible solutions (or paths to solutions) for seemingly huge challenges. The approach is far from immune to criticism from those who complain that Who Moved My Cheese? is simplistic and silly; Johnson doesn’t argue with either barb (though he might prefer "simple" over "simplistic"). His message is that being simpler and sillier makes us better adapters and decision-makers, and all of his books boil down to opening oneself to possibility and better communication. The ideas aren’t revolutionary: As Johnson said in an ABC News chat, “The challenge always for me and for others is to live the story and not just read about it.”

    1. Date of Birth:
      January 1, 1940
    2. Place of Birth:
      South Dakota
    1. Education:
      B.A. in psychology, University of Southern California, 1963; M.D., Royal College of Surgeons
    2. Website:
      http://www.whomovedmycheese.com

Read an Excerpt

Chapter One

From Confusion to Clarity

Friday Morning

There was once a bright young man who was looking for a way to make good decisions -- to have more success and less stress in his life.

Although he did not make many poor decisions, when he did, they created problems for him at work and occasionally caused upheavals in his private life.

He felt his poor decisions were costing him too much, and he sensed there must be a better way.

So, he set out for the nearby mountains one day, in the early morning light, to join other businesspeople on The Hike, a renowned weekend experience led by "the guide," an extraordinary businessman and hiker who guided people through the mountains and through their decisions.

The young man heard that people had discovered a reliable system of decision making, and had returned from these weekends able to make better decisions.

But how had they learned to use it so well in such a short time?

Later, as the young man hiked along the trail at the foot of the mountain, he took off his light jacket and tied it around his waist. He was sweating now, not from the morning sunshine, but because he felt anxious. He knew he was late and lost.

Soon after he left home, he realized that he had forgotten the directions to the camp. Now he wished he had gone back for them, but he thought then that it might make him a little late, so he hadn't taken the time. Now very late, he proceeded in the same direction but at a much faster pace.

The young man consoled himself that he was not the only person who needed to make better decisions. He had been a part of several business groupswhose decisions were, at best, mediocre.

The results of poor decisions were evident everywhere people made decisions: in corporations, in small businesses, in schools, in government agencies, and, too often, in people's personal lives.

It was as though people made no connection between their own choices and the consequences.

The young man wondered why so many smart people so often made dumb decisions.

He began to criticize himself He didn't always know how to work as a decisive member of a group or team. He knew sometimes he was indecisive. He just didn't want to make mistakes. Then he realized that he, like most people, had never been taught how to make decisions.

At that moment, he stepped on a dry twig and the sharp sound snapped him back to his surroundings. He stopped and looked around.

It was then that he saw the other man.

For a moment, the two men eyed one another cautiously until the young man noticed that the older man's tanned face seemed to radiate clarity. He wondered whether this tall, gray-haired, fit-looking gentleman could be the guide. For some reason, the young man felt safer in the stranger's presence. "I am looking for The Hike," he said.

The older man responded, "I am your guide. You are headed in the wrong direction." Then he turned and the young man followed him.

The guide looked back over his shoulder and said, "You might do well to look at the decisions that made you late today." The embarrassed young man said nothing, but he started to look at his decisions.

Later, the guide asked, "Why have you come on The Hike?"

The young man answered, "I want to learn how to make the best decisions." As he said it, he could feel the familiar pressure of having to figure out what was best. He knew this sometimes made him indecisive because he didn't know what was good enough.

As he walked along, the guide said, "Perhaps you do not always need to make the best decisions. For things to get better, we only need to make better decisions. Perhaps, like the rest of us, you will find that if you just keep making better decisions, eventually you will do well."

The young man felt a sense of relief. "May I ask what you mean by a 'better' decision?"

"A better decision is one that makes us feel better -- about how we make it -- and that gets better results.

"By 'a better decision,"' the guide said, "I mean a better decision than we would have made if we had not asked ourselves a couple of valuable questions.

"Perhaps, you, at times, like many other people, feel that you are indecisive or that you make half decisions -- ones you feel may not be good enough.

"Many of us you will meet on this hike overcame that feeling by using a reliable system of doing two things -- using our heads and consulting our hearts -- to soon arrive at a better decision. Part of this system consists of asking ourselves two valuable questions, which we answer either 'Yes' or 'No'."

The young man immediately asked, "What are the two questions?"

"Before we get to the questions, shall we start our journey at the beginning?" the guide asked.

When the young man agreed, the guide asked, "As you look ahead to making a better decision, do you know what you need to do first?"

"I'm not sure," the young man said.

"If you don't know what to do," the guide asked, "do you know what not to do?"

Usually, the young man was so busy doing so many things, he didn't think about what not to do.

Suddenly the guide stopped in his tracks.

And the young man stopped next to him.

The guide said, "You must simply stop doing whatever you are doing."

Then the guide pulled a folded piece of paper from his wallet and showed him a part of it.

After the young man read it, he thought about it, and then took out a small red journal from his backpack and wrote a note to himself...

Table of Contents

The Journey: Finding My Way
Using My Head
Crossing The Bridge
Consulting My Heart
Arriving at a Better Decision
Acting on a Better Decision
The Map to a Better Decision (removable)

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