Showing results for "The Solution" in Decision-Making & Problem Solving

Clayton M. Christensen is a professor of business administration at Harvard Business School. Michael E. Raynor is a director at Deloitte Research. Together, they outline an innovative plan that urges businesses to create disruption rather than fleeing from it. Named one of 2003's Best Business Books by Business Week, this book is a Wall Street Journal and New York Times best seller.

The purpose of The Sticking Point Solution is to help entrepreneurs and executives recognize the ways in which their businesses may be stuck, and to then give them tools for getting unstuck and enjoying exponential growth. To achieve this, Jay will help you to identify the nine "sticking points" that keep entrepreneurs and executives alike grinding just to survive, instead of growing and thriving.

In Cracked It!, seasoned strategy professors and consultants Bernard Garrette, Corey Phelps and Olivier Sibony present a rigorous and practical four-step approach to overcome these pitfalls. Building on tried-and-tested (but rarely revealed) methods of top strategy consultants, research in cognitive psychology, and the latest advances in design thinking, they provide a step-by-step process and toolkit that will help listeners tackle any challenging business problem. Using compelling stories and detailed case examples, the authors guide listeners through each step in the process.

Overthinking isn't a personality trait. It's the sneakiest form of fear. It steals time, creativity, and goals. It's the most expensive, least productive thing companies invest in without even knowing it. And it's an epidemic. When New York Times best-selling author Jon Acuff changed his life by transforming his overthinking, he wondered if other people might benefit from what he discovered. He commissioned a research study to ask 10,000 people if they struggle with overthinking too, and 99.5 percent said, "Yes!"

What hidden skill links successful people in all walks of life? What helps them make smart decisions? The answer is surprisingly simple: They know how to ask the right questions at the right time. Questions help us break down barriers, discover secrets, solve puzzles, and imagine new ways of doing things. But few of us know how to question in a methodical way. Emmy-award-winning journalist and media expert Frank Sesno aims to change that with Ask More.

In Formulating Solutions, P. Scott Bening shares his journey from chemist to entrepreneur and teaches listeners the key lessons he’s learned throughout his career. As the primary designer of the global strategies and relationships that enabled this story of successful innovation, Scott developed and positioned his organization for over three decades to thrive in an emerging market space. Now he’s teaching others to do the same.

In Uncertainty, Patrik Aspers provides detailed analysis of publicly available means of uncertainty reduction. Drawing on phenomenology, social constructionism, and the sociology of knowledge, Aspers considers the meaningful differences between uncertainty and risk, the different ways people cope and have coped with uncertainty through history, the importance of knowledge and science to reducing uncertainty, and the trade-offs involved in reducing forms of uncertainty while leaving open opportunities for others.

في هذا الكتاب، يؤكد ميرفي" أن الطريقة المثلى لإدراك وبدء ممارسة إمكاناتك الأكبر تقوم على اتخاذك قرارات سريعة. وغالبًا ما تخرج القرارات كنتيجة للحدس — والذي أعتقد أنه يعمل كنتيجة لكل من مخزون المعلومات لدى الفرد (لا تهمله أبدًا) — وقدر من المشاركة في تنفيذ إرادة الخالق أو العقل الأسمى. لقد أطلق اليونانيون القدماء على هذه السمة العقلية اسم Nous (وتعني العقل). وإن مصطلح genius (والذي يعني عبقري)، يعني في أصله باللغة اللاتينية "الذات الحاضرة" — حيث رأى القدماء الإلهام والفطنة والبصيرة باعتبارها نعمًا وهبها الخالق.

أنا أُفضل حل المشكلات؛ فأذكى مدير كنت أعمل تحت إشرافه غرس فيّ هذا الأمر مبكرًا في مسيرتي المهنية: "أنا لا أدفع لك لتأتيني بالمشكلات، بل أدفع لك لإيجاد حلول. عُد عندما تكون لديك حلول". بالنسبة لشخص محترف يخطو خطواته الأولى، كانت هذه نصيحة رائعة.

With the fall of the Berlin Wall, one economic model emerged triumphant. Capitalism - spanning a spectrum from laissez-faire to authoritarian - shapes the market economies of all the wealthiest and fastest-growing nations. The trouble is cracking its shiny veneer. In the US, economic growth is no longer matched by economic development. Wealth is concentrated in the hands of a few, natural resources are exploited for short-term profits, and good jobs are hard to find.

Social innovation and entrepreneurship are rising forces in the world. As stakeholder capitalism takes root, and as the extent of systemic challenges becomes clear - from climate change to income inequality to food security to health care and beyond - more and more of the best and brightest will hear the calling to become innovators and entrepreneurs who develop and deploy solutions to the world's thorniest problems.

Today, the pace of change is so great that no company can afford to wait to respond to new developments. You need nimble and creative problem solving, and the most intelligent and efficient decision-making doesn't come from the top - it comes from your employees on the frontlines who interact with customers and have the ability to see and respond to the shifting landscape before anyone else.

In The Two But Rule: Turn Negative Thinking Into Positive Solutions veteran tech innovator John Wolpert delivers an exciting hands-on guide to using the principles of Momentum Thinking to get you—and your organization—unstuck. You'll learn how to build unstoppable velocity for your big idea, product, or strategy as you blast through the endless objections and counterarguments that bedevil every innovator and changemaker.

Should your company pursue global expansion or mine local opportunities? Take risks to grow dramatically or protect your current stability? Seek to maximize sales or the bottom line? We're so often faced with apparent paradoxes: continuity and change, conservatism and progressiveness, predictability and chaos. In business, inherent tensions are mistakenly viewed as problems to be resolved once the "correct" answer is found. But when we consider only one direction - either A or B - we only see part of the picture.