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Know What You Don't Know: How Great Leaders Prevent Problems Before They Happen

de Michael A. Roberto

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Problems remain hidden in organizations for a number of reasons, including fear, organizational complexity, gatekeepers who insulate leaders from problems that are coming up, and finally, an overemphasis on formal analysis in place of intuition and observation. This book lays out the key skills and capabilities required to ensure that problems do not remain hidden in your organization. It explains how leaders can become effective problem finders, unearthing problems before they destroy an organization. The book explains how leaders can become an anthropologist, going out and observe how employees, customers, and suppliers actually behave. It then goes on to present how they can circumvent the gatekeepers, so they can go directly to the source to see and hear the raw data; hunt for patterns, including refining your individual and collective pattern recognition capability; "connect the dots" among issues that may initially seem unrelated, but in fact, have a great deal in common; give front-line employees training in a communication technique; encourage useful mistakes, including create a "Red Pencil Award"; and watch the game film, where leaders reflect systematically on their own organization's conduct and performance, as well as on the behavior and performance of competitors.… (mais)
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Exibindo 4 de 4
I was not in the mood for this book. ( )
  audraelizabeth | Aug 28, 2019 |
I expected more from this book. Essentially you must ask questions, share information, encourage your team to take smart risks, and incorporate after-action reviews into your routines. I did enjoy the section on "Listening". Winston Churchill once said, "Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen."
Overall this book doesn't uncover any groundbreaking information on problem solving, and I found the extensive citations at the end of each chapter annoying. They would have been fine at the end of the book, where I could easily skip them. It caused the book to feel more like a college textbook instead of a motivating business book I could recommend to others.
( )
  GovMarley | Sep 22, 2013 |
An excellent insight into problem finding and how to establish the environment that encourages information sharing, blameless analysis and speaking out about problems and issues so that they are addressed and not marginalised and ignored. ( )
  simbacat | Oct 17, 2010 |
Interesting book about knowledge gathering for middle and upper management. Was a bit disappointed though because the authors audiobook (Critical Decision Making :: The Learning Company), which I already knew (and highly value 5/5) is far more exhaustive in scope and depth and covers about two thirds of this book which made it a bit of a repetitive read for me. ( )
  squarespiral | Mar 31, 2010 |
Exibindo 4 de 4
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Problems remain hidden in organizations for a number of reasons, including fear, organizational complexity, gatekeepers who insulate leaders from problems that are coming up, and finally, an overemphasis on formal analysis in place of intuition and observation. This book lays out the key skills and capabilities required to ensure that problems do not remain hidden in your organization. It explains how leaders can become effective problem finders, unearthing problems before they destroy an organization. The book explains how leaders can become an anthropologist, going out and observe how employees, customers, and suppliers actually behave. It then goes on to present how they can circumvent the gatekeepers, so they can go directly to the source to see and hear the raw data; hunt for patterns, including refining your individual and collective pattern recognition capability; "connect the dots" among issues that may initially seem unrelated, but in fact, have a great deal in common; give front-line employees training in a communication technique; encourage useful mistakes, including create a "Red Pencil Award"; and watch the game film, where leaders reflect systematically on their own organization's conduct and performance, as well as on the behavior and performance of competitors.

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