Be a great problem solver--Now! : the 2-in-1 manager: speed read--instant tips, big picture--lasting results /

Discover how to Be a Great Problem Solver - Now! This 2-in-1 guide is designed to help you solve problems in an instant, whilst giving you the deeper knowledge to ensure long-lasting results. With the unique 2-in-1 approach, you can learn your way. Use the seven Speed Read tips immediately, then tak...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Reed, Adrian Paul, 1981- (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Harlow, United Kingdom : Pearson Education Limited, 2016.
Edición:First edition.
Colección:2-in-1 manager.
Temas:
Time management.
Management.
Problem solving.
Gestion du temps.
Gestion.
Résolution de problème.
management.
Management
Problem solving
Time management
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Cover
  • Half Title Page
  • Title Page
  • Copyright Page
  • Contents
  • About the author
  • Introduction
  • Acknowledgements
  • Chapter 1 AVOID THE SOLUTION TRAP
  • Speed read
  • 1.1 What's wrong with a knee-jerk solution?
  • 1.2 Think holistically
  • 1.3 Structure your problem-solving approach
  • 1.4 Scour the stakeholder landscape
  • 1.5 Slow down to speed up: be prepared for challenge
  • 1.6 Uncover constraints
  • 1.7 Be concise yet precise: introducing the one-page problem canvas
  • Big picture
  • 1.1 What's wrong with a knee-jerk solution?
  • 1.2 Think holistically
  • 1.3 Structure your problem-solving approach
  • 1.4 Scour the stakeholder landscape
  • 1.5 Slow down to speed up: be prepared for challenge
  • 1.6 Uncover constraints
  • 1.7 Be concise yet precise: introducing the one-page problem canvas
  • Chapter 2 THINK PROBLEM BEFORE SOLUTION
  • Speed read
  • 2.1 The importance of 'why'
  • 2.2 Defining a problem or opportunity statement
  • 2.3 Encourage divergent and convergent thinking
  • 2.4 Get to the root of the problem
  • 2.5 Consider the external environment
  • 2.6 Consider multiple perspectives on the problem
  • 2.7 Gain consensus and move forward
  • Big picture
  • 2.1 The importance of 'why'
  • 2.2 Defining a problem or opportunity statement
  • 2.3 Encourage divergent and convergent thinking
  • 2.4 Get to the root of the problem
  • 2.5 Consider the external environment
  • 2.6 Consider multiple perspectives on the problem
  • 2.7 Gain consensus and move forward
  • Chapter 3 DEFINING THE OUTCOMES: WHAT DOES SUCCESS LOOK LIKE?
  • Speed read
  • 3.1 Encourage outcome-based thinking
  • 3.2 Start with the end in mind: define critical success factors
  • 3.3 Make it measurable with key performance indicators
  • 3.4 Attain balance with the balanced business scorecard
  • 3.5 Revisit and consider constraints
  • 3.6 Ensuring organisational alignment
  • 3.7 Assess different perspectives on outcomes
  • Big picture
  • 3.1 Encourage outcome-based thinking
  • 3.2 Start with the end in mind: define critical success factors
  • 3.3 Make it measurable with key performance indicators
  • 3.4 Attain balance with the balanced business scorecard
  • 3.5 Revisit and consider constraints
  • 3.6 Ensuring organisational alignment
  • 3.7 Assess different perspectives on outcomes
  • Chapter 4 ASSESSING SCOPE AND IMPACT
  • Speed read
  • 4.1 The danger of 'scope creep'
  • 4.2 Know the difference: impacted, interested and involved
  • 4.3 Understand the problem situation
  • 4.4 Find the roles and goals
  • 4.5 Make it visual with a business use case model
  • 4.6 Set the priorities
  • 4.7 Set the boundaries of scope
  • Big picture
  • 4.1 The danger of 'scope creep'
  • 4.2 Know the difference: impacted, interested and involved
  • 4.3 Understand the problem situation
  • 4.4 Find the roles and goals
  • 4.5 Make it visual with a business use case model
  • 4.6 Set the priorities
  • 4.7 Set the boundaries of scope

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