| Description |
1 online resource (1 volume) : illustrations |
| Series |
The 2-in-1 manager |
|
2-in-1 manager
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| Contents |
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 |
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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 |
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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 |
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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 |
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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 |
| Summary |
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 take your time exploring the Big Picture chapters. · Analyse business problems and opportunities objectively and effectively to generate a range of possible solutions · Avoid falling into the trap of selecting the first, easy solution · Understand how to work collaboratively with co-work |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Online resource; title from title page (viewed July 13, 2016) |
| Subject |
Time management.
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Management.
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Problem solving.
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management.
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Management
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Problem solving
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Time management
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| Form |
Electronic book
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| ISBN |
9781292119649 |
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1292119640 |
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9781292119656 |
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1292119659 |
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