The Most Underrated Skill in Management
According to the authors, there are few questions in business more powerful than "What problem are you trying to solve?" The authors argue that leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. Clea...
Gespeichert in:
Hauptverfasser: | , , , , |
---|---|
Körperschaft: | |
Format: | Elektronisch E-Book |
Sprache: | English |
Veröffentlicht: |
[Erscheinungsort nicht ermittelbar]
MIT Sloan Management Review
2017
|
Ausgabe: | 1st edition. |
Schlagworte: | |
Online-Zugang: | lizenzpflichtig |
Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
MARC
LEADER | 00000cam a22000002 4500 | ||
---|---|---|---|
001 | ZDB-30-ORH-047384832 | ||
003 | DE-627-1 | ||
005 | 20240228120804.0 | ||
007 | cr uuu---uuuuu | ||
008 | 191023s2017 xx |||||o 00| ||eng c | ||
035 | |a (DE-627-1)047384832 | ||
035 | |a (DE-599)KEP047384832 | ||
035 | |a (ORHE)53863MIT58330 | ||
035 | |a (DE-627-1)047384832 | ||
040 | |a DE-627 |b ger |c DE-627 |e rda | ||
041 | |a eng | ||
082 | 0 | |a 658.45 |2 23 | |
100 | 1 | |a Astor, Todd |e VerfasserIn |4 aut | |
245 | 1 | 4 | |a The Most Underrated Skill in Management |c Astor, Todd |
250 | |a 1st edition. | ||
264 | 1 | |a [Erscheinungsort nicht ermittelbar] |b MIT Sloan Management Review |c 2017 | |
300 | |a 1 online resource (10 pages) | ||
336 | |a Text |b txt |2 rdacontent | ||
337 | |a Computermedien |b c |2 rdamedia | ||
338 | |a Online-Ressource |b cr |2 rdacarrier | ||
520 | |a According to the authors, there are few questions in business more powerful than "What problem are you trying to solve?" The authors argue that leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. Clear problem statements can unlock the energy and innovation that lies within those who do the core work of an organization, whether it be manufacturing, product development, or service. As valuable as good problem formulation can be, it is rarely practiced. Psychologists and cognitive scientists have suggested that the brain is prone to leaping straight from a situation to a solution without pausing to define the problem clearly. Such "jumping to conclusions" can be effective, particularly when done by experts facing extreme time pressure, like fighting a fire or performing emergency surgery. But, when making change in an organization, neglecting to formulate a clear problem statement often prevents innovation and leads to wasted time and money. A good problem statement has five basic elements: - It references something the organization cares about and connects that element to a clear and specific goal; - it contains a clear articulation of the gap between the current state and the goal; - the key variables - the target, the current state, and the gap - are generally quantifiable, even if they cannot be measured objectively; - it is as neutral as possible concerning possible diagnoses or solutions; - and it is sufficiently small in scope that it can be tackled quickly. To tackle complex problems, executives need to complement good problem formulation with a structured approach to problem-solving. The authors recommend an approach using a modified version of the A3 form, which was originally developed by Toyota Motor Corporation to support knowledge sharing in its factories by summarizing a structured problem-solving effort in a single page. | ||
650 | 0 | |a Creative ability in business | |
650 | 0 | |a Creative thinking | |
650 | 0 | |a Technological innovations | |
650 | 0 | |a New products | |
650 | 4 | |a Créativité dans les affaires | |
650 | 4 | |a Innovations | |
650 | 4 | |a Creative ability in business | |
650 | 4 | |a Creative thinking | |
650 | 4 | |a New products | |
650 | 4 | |a Technological innovations | |
700 | 1 | |a Morales, Michael |e VerfasserIn |4 aut | |
700 | 1 | |a Kieffer, Don |e VerfasserIn |4 aut | |
700 | 1 | |a Repenning, Nelson |e VerfasserIn |4 aut | |
700 | 1 | |a Wixom, Barbara |e VerfasserIn |4 aut | |
710 | 2 | |a O'Reilly for Higher Education (Firm) |e MitwirkendeR |4 ctb | |
856 | 4 | 0 | |l TUM01 |p ZDB-30-ORH |q TUM_PDA_ORH |u https://learning.oreilly.com/library/view/-/53863MIT58330/?ar |m X:ORHE |x Aggregator |z lizenzpflichtig |3 Volltext |
912 | |a ZDB-30-ORH | ||
912 | |a ZDB-30-ORH | ||
951 | |a BO | ||
912 | |a ZDB-30-ORH | ||
049 | |a DE-91 |
Datensatz im Suchindex
DE-BY-TUM_katkey | ZDB-30-ORH-047384832 |
---|---|
_version_ | 1818767352664162304 |
adam_text | |
any_adam_object | |
author | Astor, Todd Morales, Michael Kieffer, Don Repenning, Nelson Wixom, Barbara |
author_corporate | O'Reilly for Higher Education (Firm) |
author_corporate_role | ctb |
author_facet | Astor, Todd Morales, Michael Kieffer, Don Repenning, Nelson Wixom, Barbara O'Reilly for Higher Education (Firm) |
author_role | aut aut aut aut aut |
author_sort | Astor, Todd |
author_variant | t a ta m m mm d k dk n r nr b w bw |
building | Verbundindex |
bvnumber | localTUM |
collection | ZDB-30-ORH |
ctrlnum | (DE-627-1)047384832 (DE-599)KEP047384832 (ORHE)53863MIT58330 |
dewey-full | 658.45 |
dewey-hundreds | 600 - Technology (Applied sciences) |
dewey-ones | 658 - General management |
dewey-raw | 658.45 |
dewey-search | 658.45 |
dewey-sort | 3658.45 |
dewey-tens | 650 - Management and auxiliary services |
discipline | Wirtschaftswissenschaften |
edition | 1st edition. |
format | Electronic eBook |
fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>03627cam a22005052 4500</leader><controlfield tag="001">ZDB-30-ORH-047384832</controlfield><controlfield tag="003">DE-627-1</controlfield><controlfield tag="005">20240228120804.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">191023s2017 xx |||||o 00| ||eng c</controlfield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627-1)047384832</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)KEP047384832</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ORHE)53863MIT58330</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627-1)047384832</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.45</subfield><subfield code="2">23</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Astor, Todd</subfield><subfield code="e">VerfasserIn</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="4"><subfield code="a">The Most Underrated Skill in Management</subfield><subfield code="c">Astor, Todd</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">1st edition.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">[Erscheinungsort nicht ermittelbar]</subfield><subfield code="b">MIT Sloan Management Review</subfield><subfield code="c">2017</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 online resource (10 pages)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">According to the authors, there are few questions in business more powerful than "What problem are you trying to solve?" The authors argue that leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. Clear problem statements can unlock the energy and innovation that lies within those who do the core work of an organization, whether it be manufacturing, product development, or service. As valuable as good problem formulation can be, it is rarely practiced. Psychologists and cognitive scientists have suggested that the brain is prone to leaping straight from a situation to a solution without pausing to define the problem clearly. Such "jumping to conclusions" can be effective, particularly when done by experts facing extreme time pressure, like fighting a fire or performing emergency surgery. But, when making change in an organization, neglecting to formulate a clear problem statement often prevents innovation and leads to wasted time and money. A good problem statement has five basic elements: - It references something the organization cares about and connects that element to a clear and specific goal; - it contains a clear articulation of the gap between the current state and the goal; - the key variables - the target, the current state, and the gap - are generally quantifiable, even if they cannot be measured objectively; - it is as neutral as possible concerning possible diagnoses or solutions; - and it is sufficiently small in scope that it can be tackled quickly. To tackle complex problems, executives need to complement good problem formulation with a structured approach to problem-solving. The authors recommend an approach using a modified version of the A3 form, which was originally developed by Toyota Motor Corporation to support knowledge sharing in its factories by summarizing a structured problem-solving effort in a single page.</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Creative ability in business</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Creative thinking</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Technological innovations</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">New products</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Créativité dans les affaires</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Innovations</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Creative ability in business</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Creative thinking</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">New products</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Technological innovations</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Morales, Michael</subfield><subfield code="e">VerfasserIn</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Kieffer, Don</subfield><subfield code="e">VerfasserIn</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Repenning, Nelson</subfield><subfield code="e">VerfasserIn</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Wixom, Barbara</subfield><subfield code="e">VerfasserIn</subfield><subfield code="4">aut</subfield></datafield><datafield tag="710" ind1="2" ind2=" "><subfield code="a">O'Reilly for Higher Education (Firm)</subfield><subfield code="e">MitwirkendeR</subfield><subfield code="4">ctb</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="l">TUM01</subfield><subfield code="p">ZDB-30-ORH</subfield><subfield code="q">TUM_PDA_ORH</subfield><subfield code="u">https://learning.oreilly.com/library/view/-/53863MIT58330/?ar</subfield><subfield code="m">X:ORHE</subfield><subfield code="x">Aggregator</subfield><subfield code="z">lizenzpflichtig</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-ORH</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-ORH</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">BO</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-ORH</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-91</subfield></datafield></record></collection> |
id | ZDB-30-ORH-047384832 |
illustrated | Not Illustrated |
indexdate | 2024-12-18T08:48:31Z |
institution | BVB |
language | English |
open_access_boolean | |
owner | DE-91 DE-BY-TUM |
owner_facet | DE-91 DE-BY-TUM |
physical | 1 online resource (10 pages) |
psigel | ZDB-30-ORH |
publishDate | 2017 |
publishDateSearch | 2017 |
publishDateSort | 2017 |
publisher | MIT Sloan Management Review |
record_format | marc |
spelling | Astor, Todd VerfasserIn aut The Most Underrated Skill in Management Astor, Todd 1st edition. [Erscheinungsort nicht ermittelbar] MIT Sloan Management Review 2017 1 online resource (10 pages) Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier According to the authors, there are few questions in business more powerful than "What problem are you trying to solve?" The authors argue that leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. Clear problem statements can unlock the energy and innovation that lies within those who do the core work of an organization, whether it be manufacturing, product development, or service. As valuable as good problem formulation can be, it is rarely practiced. Psychologists and cognitive scientists have suggested that the brain is prone to leaping straight from a situation to a solution without pausing to define the problem clearly. Such "jumping to conclusions" can be effective, particularly when done by experts facing extreme time pressure, like fighting a fire or performing emergency surgery. But, when making change in an organization, neglecting to formulate a clear problem statement often prevents innovation and leads to wasted time and money. A good problem statement has five basic elements: - It references something the organization cares about and connects that element to a clear and specific goal; - it contains a clear articulation of the gap between the current state and the goal; - the key variables - the target, the current state, and the gap - are generally quantifiable, even if they cannot be measured objectively; - it is as neutral as possible concerning possible diagnoses or solutions; - and it is sufficiently small in scope that it can be tackled quickly. To tackle complex problems, executives need to complement good problem formulation with a structured approach to problem-solving. The authors recommend an approach using a modified version of the A3 form, which was originally developed by Toyota Motor Corporation to support knowledge sharing in its factories by summarizing a structured problem-solving effort in a single page. Creative ability in business Creative thinking Technological innovations New products Créativité dans les affaires Innovations Morales, Michael VerfasserIn aut Kieffer, Don VerfasserIn aut Repenning, Nelson VerfasserIn aut Wixom, Barbara VerfasserIn aut O'Reilly for Higher Education (Firm) MitwirkendeR ctb TUM01 ZDB-30-ORH TUM_PDA_ORH https://learning.oreilly.com/library/view/-/53863MIT58330/?ar X:ORHE Aggregator lizenzpflichtig Volltext |
spellingShingle | Astor, Todd Morales, Michael Kieffer, Don Repenning, Nelson Wixom, Barbara The Most Underrated Skill in Management Creative ability in business Creative thinking Technological innovations New products Créativité dans les affaires Innovations |
title | The Most Underrated Skill in Management |
title_auth | The Most Underrated Skill in Management |
title_exact_search | The Most Underrated Skill in Management |
title_full | The Most Underrated Skill in Management Astor, Todd |
title_fullStr | The Most Underrated Skill in Management Astor, Todd |
title_full_unstemmed | The Most Underrated Skill in Management Astor, Todd |
title_short | The Most Underrated Skill in Management |
title_sort | most underrated skill in management |
topic | Creative ability in business Creative thinking Technological innovations New products Créativité dans les affaires Innovations |
topic_facet | Creative ability in business Creative thinking Technological innovations New products Créativité dans les affaires Innovations |
url | https://learning.oreilly.com/library/view/-/53863MIT58330/?ar |
work_keys_str_mv | AT astortodd themostunderratedskillinmanagement AT moralesmichael themostunderratedskillinmanagement AT kiefferdon themostunderratedskillinmanagement AT repenningnelson themostunderratedskillinmanagement AT wixombarbara themostunderratedskillinmanagement AT oreillyforhighereducationfirm themostunderratedskillinmanagement AT astortodd mostunderratedskillinmanagement AT moralesmichael mostunderratedskillinmanagement AT kiefferdon mostunderratedskillinmanagement AT repenningnelson mostunderratedskillinmanagement AT wixombarbara mostunderratedskillinmanagement AT oreillyforhighereducationfirm mostunderratedskillinmanagement |