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Do you solve problems in the style of a coyote, competitor or
eagle? Recognising the way you approach and deal with problems at
work will enable you to identify the most suitable technique to use
on a daily basis. Victor Newman's practical book strikes at the
heart of fundamental challenges faced by all managers. It looks
beyond the conventional techniques of problem-solving to the
underlying process, identifies eight stages and explains how to
recognise which technique is appropriate to which stage. On this
basis managers can generate solutions at both the personal and the
organisational level. A unique feature of the book is a Problem
Solving Styles Profile that enables each reader to apply the
material in the text to improve their own problem-solving
capability.
In this thought-provoking book Dr Newman looks beyond the
conventional techniques of problem solving to the underlying
process. He identifies eight stages and explains how to recognize
which technique is appropriate to which stage. On this basis
managers can generate solutions at both the personal and the
organizational level. He shows: c how to overcome the four main
obstacles to developing a balanced problem solving style c how to
manage the relationship between problem solving style and stress c
how to use physical movement as an aid to problem solving. A unique
feature of the book is a Problem Solving Styles Profile that
enables each reader to apply the material in the text to improve
their own problem solving capability. Written in a lively and
practical style and drawing on examples from a wide range of
real-life problems, Dr Newman's book is certain of a warm welcome
from managers, team leaders and professionals of every kind.
In this thought-provoking book Dr Newman looks beyond the
conventional techniques of problem solving to the underlying
process. He identifies eight stages and explains how to recognize
which technique is appropriate to which stage. On this basis
managers can generate solutions at both the personal and the
organizational level. He shows: c how to overcome the four main
obstacles to developing a balanced problem solving style c how to
manage the relationship between problem solving style and stress c
how to use physical movement as an aid to problem solving. A unique
feature of the book is a Problem Solving Styles Profile that
enables each reader to apply the material in the text to improve
their own problem solving capability. Written in a lively and
practical style and drawing on examples from a wide range of
real-life problems, Dr Newman's book is certain of a warm welcome
from managers, team leaders and professionals of every kind.
A consultant friend worked for an international corporation. For
the first three years he worked very hard, introducing lean
production techniques into the business. This meant introducing
measurement systems, benchmarking methodologies and eliminating
waste in many forms through involvement and empowerment. He also
made recommendations that led to new information systems whose
implementation he led. The arrival of the interest in the learning
organization allowed him to integrate everything he had laboured
over into a coherent whole. When the knowledge revolution began to
grow, he was convinced that what he had been doing had been part of
that revolution. But one day, after three years of hard work across
the corporation's plants around the world, he was allowed a glimpse
of the real business knowledge that drove the organization. And to
his initial sense of disbelief, this 'real' knowledge had nothing
to do with efficiency, utilization or the involvement of large
numbers of people. This 'real' knowledge turned out to be about
knowing when to get into a market, when to get out; how to create
value in that market and manage its decline. This knowledge was
shared between three key individuals and by being allowed to see
it, my friend was being invited to participate in a very privileged
game. The question he kept asking himself, was: how could he have
missed the real knowledge for so long? How could he have confused
what turned out to be minor tactics with a strategy?
Victor Newman
(Excerpt from The Knowledge Activist's Handbook)
Do you solve problems in the style of a coyote, competitor or
eagle? Recognising the way you approach and deal with problems at
work will enable you to identify the most suitable technique to use
on a daily basis. Victor Newman's practical book strikes at the
heart of fundamental challenges faced by all managers. It looks
beyond the conventional techniques of problem-solving to the
underlying process, identifies eight stages and explains how to
recognise which technique is appropriate to which stage. On this
basis managers can generate solutions at both the personal and the
organisational level. A unique feature of the book is a Problem
Solving Styles Profile that enables each reader to apply the
material in the text to improve their own problem-solving
capability.
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