Be a Great Problem Solver – Now!

<p>Introduction <br>About the Author<br>Acknowledgements</p> <p>Chapter 1. Avoid the Solution Trap</p> <p>Speed Read <br>1.1 What’s wrong with a knee-jerk solution? <br>1.2 Think Holistically <br>1.3 Structure your problem solving <br>1.4 Scour the stakeholder landscape <br>1.5 Slow down to speed up <br>1.6 Uncover constraints <br>1.7 Be concise yet precise: Introducing the one page Problem Canvas</p> <p>Big Picture <br>1.1 What’s wrong with a knee-jerk solution? <br>1.2 Think Holistically <br>1.3 Structure your problem solving approach <br>1.4 Scour the stakeholder landscape <br>1.5 Slow down to speed up : Be prepared for challenge <br>1.6 Uncover Constraints <br>1.7 Be concise yet precise: Introducing the one-page Problem Canvas</p> <p>Chapter 2. Think Problem before Solution</p> <p>Speed Read <br>2.1 The importance of “Why”<br>2.2 Defining a problem or opportunity statement <br>2.3 Encourage Divergent and Convergent Thinking <br>2.4 Get to the root of the problem <br>2.5 Consider the External Environment<br>2.6 Consider Multiple Perspectives on the Problem <br>2.7 Gain Consensus and Move Forward</p> <p>Big Picture <br>2.1 The importance of “Why” <br>2.2. Defining a problem or opportunity statement <br>2.3 Encourage Divergent and Convergent Thinking <br>2.4 Get to the root of the problem <br>2.5 Consider the External Environment <br>2.6 Consider Multiple Perspectives on the Problem <br>2.7 Gain Consensus and Move Forward</p> <p>Chapter 3. Defining the Outcomes: What Does Success Look Like?</p> <p>Speed Read <br>3.1 Encourage Outcome Based Thinking <br>3.2 Start With the End in Mind: Define Critical Success Factor <br>3.3 Make it measurable with Key Performance Indicators <br>3.4 Attain Balance with the Balanced Business Scorecards <br>3.5 Revisit and Consider Constraints <br>3.6 Ensuring Organisational Alignment <br>3.7 Assess different perspectives on outcomes</p> <p>Big Picture<br>3.1 Encourage outcome-based thinking <br>3.2 Start With the End in Mind: Define Critical Success Factors <br>3.3 Make it measurable with Key Performance Indicators <br>3.4 Attain Balance with the Balanced Business Scorecard <br>3.5 Revisit and Consider Constraints <br>3.6 Ensuring Organisational Alignment <br>3.7 Assess different perspectives on outcomes</p> <p>Chapter 4. Assessing Scope and Impact</p> <p>Speed Read<br>4.1 The danger of “Scope Creep” <br>4.2 Know the difference: Impacted, Interested and Involved <br>4.3 Understand the problem situation <br>4.4 Find the Roles &amp; Goals <br>4.5 Make it visual with a Business Use Case Model <br>4.6 Set the priorities <br>4.7 Set the boundaries of scope <br></p> <p>Big Picture <br>4.1 The danger of “Scope Creep” <br>4.2 Know the difference: Impacted, Interested and Involved <br>4.3 Understand the problem situation <br>4.4 Find the Roles &amp; Goals <br>4.5 Make it visual with a Business Use Case Model <br>4.6 Set the priorities <br>4.7 Set the boundaries of scope</p> <p>Chapter 5. Solutioneering: Generating Solution Options</p> <p>Speed Read <br>5.1 Keep the outcomes clearly in mind <br>5.2 Get Together and Imagine Multiple Solutions <br>5.3 Start evaluating solutions: Create a “long list” <br>5.4 Getting Specific: Short list the best <br>5.5 Consider Doing Nothing <br>5.6 Compare the short listed options <br>5.7 Validate and make a recomme</p>