Ask the Right Question: How to Get What You Want Every Time and in Any Situation Review

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(More customer reviews)Finally, a guide that provides valuable information that can be utilized in both your professional and personal life. ...you can start on the road to effective and successful communication techniques by "Asking the Right Question." Rupert Eales-White takes you through a journey of real life situations and demonstrates what seems to be a very simple and logical technique to handle almost any type of situation. Rupert Eales-White illustrates conversations that are ineffective and effective by using open-end and closed questions between a mother and teenage daughter, manager and subordinate. He shows that using the right approach, attitude, and effective listening skills will help maintain a quality conversation. He states "If we can identify poor listening in ourselves, we can improve. If we identify poor listening in others, we can rectify the situation." If you don't have good listening skills you won't be able to ask good questions or the right ones. Who knew that there is a madness to asking the right question. Rupert Eales-White proves those thinking questions through and good practice will provide you with positive results every time. Through the strategies and techniques demonstrated in this guide it will become a way of life for you. There is no doubt that using this guide will only get you what you want in any situation. Your communication skills will improve and soon your personal relationships will only blossom, your working relationships will be enhanced and you will get the confidence to meet any goals that you had been prolonging. Rupert Eales-White, "Ask The Right Question! How to Get What You Want Every Time and in Any Situation" is highly recommended and should be on your "Must Read" list.

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The Art of Decisions: How to Manage in an Uncertain World (Financial Times Series) Review

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(More customer reviews)Even though making decisions is a life skill, books on decision making never hit main stream. The minority of readers interested in the subject find a great choice of books incl. Think Twice, Seeking Wisdom, Smart Choices. What makes THE ART OF DECISIONS different to the other books is the applicability: the author provides real life issues with real life examples. This earns him my highest praise.
The author covers many examples on decision making as a manager, entrepreneur or VC. The intellectual capability of the author is impressive and readers who like the topics will be excited reading the book. Many of the decision making problems are viewed through the lense of a passionate poker player.
Readers who are familiar with the writings of Nassim Taleb will immediately see some resemblance the in the topics covered in this book. Chris Blake certainly likes Nassim Taleb and the reader might get the feeling that he imitates Nassim Taleb on occasions. While I'm a huge fan of Nassim Taleb, Chris Blake achieves something Nassim Taleb probably won't ever achieve; applicability. On the downside, you will laugh out loud a lot while reading Nassim Taleb which won't happen with this book.
My two favored chapters were `Deciding close to home' and `Deciding far from home'. Basically how we should make decisions where we are experienced (home) and where we are unexperienced (far from home). In particular the later, when we don't have, or don't trust our own experience, we can use `rules of thumbs' to guide our decisions - effectively the experience of others.
Business decisions are decisions about the deployment of resources - people, time or money. This book is worthy every minute and money spent on.


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Decision Making and Problem Solving Strategies: Learn Key Problem Solving Strategies; Sharpen Your Creative Thinking Skills; Make Effective Decisions (Sunday Times Creating Success) Review

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(More customer reviews)Mr. Adair appears to be very knowledgeable in this area, but I found this book to be a too elementary. The strategies he suggests were very broad concepts that you could find in any book on this subject. What I liked about it was the section that he added to the end of each chapter titled "Key Concepts"; these helped me understand his important points.

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The Action Learning Guidebook: A Real-Time Strategy for Problem Solving Training Design, and Employee Development (Book & Diskette) Review

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(More customer reviews)"This book", writes W.Rothwell in his Introduction, "is a primer that serves a three-fold purpose. The first purpose is to show how Action Learning can be used as a real-time strategy for problem finding or problem solving. It can be valuable tool by which to tackle business problems and meet business needs. The second purpose is to show how Action Learning can be applied to training design. It is intended to stimulate the thinking of instructional designers about a new way to analyze needs, design and develop training, deliver training, and evaluate results. The third purpose is to show how Action Learning can be maximized to build intellectual capital and enhance human talent. In this sense, the book shows how team or group work can be become a means for developing people in its own right."
In this context, W.Rothwell :
* defines Action Learning, lists barriers that may prevent its application, and introduces a model of the Action Learning process.
* reviews occasions when applying Action Learning is and is not appropriate.
* focuses on who decides when Action Learning is appropriate, how decision makers recognize situations suitable for the use of Action Learning, and when a problem or improvement opportunity should be handed over to an Action Learning team.
* focuses on issues associated with recruiting, selecting, and orienting members of an Action Learning team.
* examines the team facilitator's role.
* focuses on the application of Action Learning as a means for identifying and solving problems or addressing other organizational issues.
* describes the application of Action Learning to training design.
* explains advantages and disadvantages of using an Action Learning team to design training.
* focuses on evaluating Action Learning efforts and on debriefing Action Learning teams and individuals who participated on those teams.
I highly recommend this invaluable study to all line managers, trainers and HR professionals.
(Reviewed by FreeImage HR Consulting / a division of T.B. FreeImage HR Group, Istanbul, Turkey)
*

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Strategic Error-Proofing: Achieving Success Every Time with Smarter FMEAs Review

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(More customer reviews)Though I don't recommend this book as dinner table chatter, (unless you are an engineering wonk) I do recommend the book as a means to clearly understand the importance of smarter FMEA's. (Failure Mode Effects Analysis) Clearly a visionary in his industry, John J. Casey has fun with his material, using analogies to Rip Hamilton's free-throw shooting and the baking of chocolate chip cookies.
Casy makes his argument by driving his points toward his preference of SET over the status quo. As in Chapter 3, Casey steadfastly argues to set your engineer free, let him or her be pro-active, give them a road map to become an effective problem solver. Casey goes on to say, "Better ideas will pop up as time goes on, and with the SET method, they will be able to see the opportunities to deploy the better methods with minimal effort."
With plenty of charts, matrix's, and analysis, Casey's depth of knowledge on the subject matter unfolds in lucid and concise writing. Problem solving on corporate production floors will be heightened on account of the meticulous presentation of this soon to be, industry classic.

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While FMEA has helped many companies improve quality by teaching them how to avoid what can go wrong, it doesn't show how to make things go right. That is what the Success Every Time (SET) does. Developed by renowned manufacturing visionary John Casey, SET defines a logic stream for engineers to strategically incorporate no-cost or low-cost error-proofing devices to help production operators.
When SET is executed completely, failure is not an option. The operators interface with their parts and tools in such a way that either the product is made correctly, or the product/process is stopped. Operators can make only good parts-nothing else. For this reason, proper implementation of SET drives higher first time yield, increases customer satisfaction, improves warranty claims, improves profits, and helps you compete.
John J. Casey has published multiple articles on quality initiatives and is well recognized in the Automotive Industry. Mr. Casey is seen as an automotive industry visionary and is cited as the father of GM's Global Quality Tracking System that was the cornerstone of GM's 85% improvement on inbound quality over a 4-year period.

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Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time Review

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(More customer reviews)Michael J. Marquardt has developed a problem-solving tool. His process, which can be adapted by organizations of any size not only provides solutions but also builds leaders and teams.
Marquardt, a professor of HRD and Program Direction of Overseas Programs at The George Washington University, is an expert in action learning. His process has six components.
1. A problem - It must be significant and urgent.
2. A group - The ideal group has between 4 and 8 diverse members.
3. Questions - Initially, team members are restricted to questions. This reflective inquiry period develops a thorough understanding of the problem.
4. Action - The group is authorized to implement their solution.
5. Learning - A commitment to the process is as important as the solution.
6. A coach - Someone is needed to keep the group focused.
A key step is "action." Learning is meaningful only if some type of action is taken. Action generally involves four steps:
1. Understand and Redefine the Problem. This is often the most important step.
2. Articulate a Goal.
3. Develop and Test Strategies.
4. Take Action and Reflect on the Results.
Marquardt includes a 12 step plan to introduce action learning to your organization. Properly implemented, it will accomplish three goals for your organization:
1. It will provide solutions to problems.
2. Develop leaders.
3. Build a problem-solving culture.

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The Right Decision Every Time: How to Reach Perfect Clarity on Tough Decisions(paperback) Review

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(More customer reviews)One of those I really wished I could have browsed at a local store. Judging from the quotes she pulled from books listed in the bibliography, you'd be better served buying some of those. There is little that is original here, and the whole "achieve clarity" mantra comes across as an attempt to create the next BIG THING in management fads. Soon we'll all be going off on expensive training sessions to work on our clarity.
Frankly, and I know some readers won't appreciate this, I gave up detailed reading after a few pages, skimmed the rest of the chapter, skipped and skimmed around a bit more, and had had enough.
I'm clear about one thing: I wasted my money.

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Winning Decisions: Getting It Right the First Time Review

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(More customer reviews)A relative glut of periodicals and books exist on decisionmaking, whether personally or professionally. Many have solid foundations, many are commercialized tripe. In MAKING DECISIONS, authors Russo and Shoemaker hit on a timely subject for professional managers or entrepreneurs. The economy has plummeted and the stock market has deflated propelling each individual responsble for their company's path to success into crucial, perhaps vital decisions on a daily basis. And the rapid rate of change is forcing all executives and managers to make decisions faster.
Given the current environment, it is well worth the time to revisit an executive/manager's most basic of tasks: making a decision...a subject devoid of attention except in academic journals or business books. In a straightforward, well-presented fashion, the authors break down the decisionmaking process into four steps:
1. Framing or deciding what you are going to decide-and not decide;
2. Gathering intelligence-real intelligence, and not just information that will support your internal biases;
3. Coming to conclusions-determining how your company acts on the intelligence it gathers, and;
4. Learning from experience.
The authors guide the reader through each of the steps providing insight into the process, highlighting key concepts, and providing case studies and worksheets so the reader can begin to track their own issues at hand. Russo and Shoemaker have presented this material in such a way as to demystify the "process" of decisionmaking. The "process" gets so much attention as being clandestine, complex and erudite. However, by providing a detailed framework reflecting a relatively mechanical and logical process to making a decision, the authors have uncorked the mystery. When confronted with the need to assess a situation, gather information and reach a decision, most managers depend on a hit-or-miss approach. This approach is different from executive-to-executive and is measured relative to the frequency and experience an executive may have "putting out the proverbial fire." While there's nothing inherently wrong or incorrect about this type of venerable process, this process typically results in a lower-end spectrum result when nothing but mid-high to high results will suffice as a necessary competitive edge.
The alternative approach presented by the authors allows executives/managers to reframe issues by asking such questions as "What is the crux of the issue that I am facing?" so that they don't end up solving the wrong problem (i.e. analogous to "looking from the outside in"). It also allows them to increase their options by doing such things as "not necessarily taking yes for an answer," when it comes to initial research findings. In fact, these alternatives may result in something quite creative and innovative, a veritable whack on the side of the head.
As they should, the authors stress to the reader that improving one's decisionmaking skills is not an ironclad guarantee to success. Execution of a solid operating (business) plan and being in the right place at the right time (luck) are factors tantanmount to any successful venture. However, it is rational and logical that if one makes better decisions, one's odds of success are bound to increase. And, as one gains experience in making decisions and acting upon the achieved results, desired or not, success rates grow exponentially.
A solid read.

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Heads Up: How to Anticipate Business Surprises and Seize Opportunities First Review

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(More customer reviews)Business "surprises" occur with an alarming frequency. It is an understatement to say they exact a considerable toll on the organization.
According to Kenneth G. McGee, even the worst catastrophes rarely happen without warning. The author is a group vice president and research fellow at Gartner, Inc., a consultancy that specializes in information technology. His book, Heads Up, is about predicting the present.
Managers need to understand what is happening now and how these current events will impact future success. This involves extracting raw empirical information, analyzing it and determining its meaning and implications.
So what is new, you ask? McGee answers managers do not need all the data to understand the present. Only enough to answer the question, "Where are we right now in meeting our corporate goals?"
To an effective executive, this current information always reveals opportunities to improve results. There is a tendency to confuse real-time information with real-time response. In the perfect situation, the following processes happen in the background between the time when an event happens and that event's impact is felt.
1.Information related to the event is monitored.
2.A change in the information is captured.
3.The information is analyzed.
4.The information is reported.
5.A response is initiated.
No manager can afford to monitor all his information sources. To determine which sources to monitor, information should be filtered using the following Identification Model:
1.List goals for the planning period.
2.Prioritize them.
3.Evaluate them.
4.List causal events.
5.Prioritize the causal events.
6.Evaluate whether the real-time information will enable the executive to respond effectively.
Each candidate generated by the Identification Model is subjected to the Justification Model:
1.Does the goal the information further the corporate vision and mission?
2.Does the goal meet current corporate priorities?
3.Is the information material to the goal?
4.What is the goal's corporate impact?
McGee's book goes beyond the usual real-time hype. It will help executives anticipate events and changes. The result: potential disasters will be transformed into opportunities.

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This book offers a new set of metrics for identifying, analyzing, and responding to the right information at the right time - helping companies to avoid disasters and seize opportunities. Based on exclusive research into recent business catastrophes - and drawing parallels to a range of nonbusiness disasters from 9/11 to the Challenger disaster - "Heads Up" outlines a four-step approach managers can use to identify which pieces of information merit real-time delivery, and as importantly, which do not. McGee then provides a practical methodology - real time opportunity detection - for monitoring, analyzing, and responding to that critical information in time to ward off negative surprises and jump on potential opportunities ahead of competitors.

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The Confident Decision Maker: How to Make the Right Business and Personal Decisions Every Time Review

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(More customer reviews)Dawson goes over many concepts that are common sense such as realizing the qualities of a good decision-maker, finding categories for decisions. I found it helpful for students taking courses on general OR/MS. The author provides a guideline to categorize the decision problems. Is it a problem or an opportunity you must decide upon this distinction is important. Do you really have to make a decision at all?
Dawson emphasizes something that students must learn what is OR/MS is all about. One must have access to information to be able to understand the problem and make a decision. The author also emphasizes at length the importance of intuitive decision making as well as logical decision making. Both are equally important for any decision. I feel that, while students know how to do it logically, this book helps them to understand it even better. Successfully decision-making is not a talent but a 'learned skill' composed of 'concentrated though'' and 'rapid reasoning powers'. His predictable formula for reaching the best decisions and solutions combines analysis, synthesis and judgment and requires developing a sense of timing and ability to handle uncertainty and elements of risk.
The book contains interesting topics categorized into twelve chapters: The Qualities of a Good Decision Maker; Categorizing the Decision; Blueprinting the Decision; Intuitive Decision Making; Developing Rapid Reasoning; Expanding Your Options; Logical Decision Making; Reaction Tables and Decision Trees; Huddling; Barriers to Confident Decisions; Styles of Decision Making; The Nine Traits of Great Decision Makers; and The 21-Day Plan for Confident Decision Makers. Dawson lists seven steps to confident decision making, these are: Accurately categorize the situation so you start looking for the solution in the right decision. Blueprint the problem accurately, so your mind totally focuses on the problem it has to solve. Saturate your mind with facts about the problem. Position your mind for Rapid Reasoning by shutting down the left brain and stimulating the right. Move away from the problem, either physically or mentally, so your mind can view it objectively. Increase your options through a checklist of ten creative possibilities. The last step is illustrated in the book by several examples which show that often our intuition lets us down and we make sub-optimal decisions. Some decisions require for the most part, logic. Dawson uses the same example most instructors use in classrooms that of the coin toss. He describes using the coin toss to help make a decision, if only to see how you really feel about the outcome of the coin toss. He suggests making a list of the many possibilities, rating those possibilities on a scale of 1 to 10.
The author discusses reaction tables and decision trees in chapter 8. He uses a very good example of whether or not to build a house on a piece of land he owns. This decision becomes extremely complicated with costs rising or falling, different house styles, falling in love with someone who hates the house, etc? 'Decision Tree enables you to break down decision so that you can manager uncertainty more effectively. As you develop your tree of options, you need to accurately predict the likelihood of something happening or nor happening. That's where the science of probabilities comes into play. Dawson stresses the importance of showing the likelihood of an out come happening on a decision tree. Finally I would like to leave you with Dawson's 'Good' Decision Makers:Having a high tolerance for ambiguity, having a well-ordered sense of priorities, being a good listener, always building the consensus around a decision, avoiding stereotypes, always remaining resilient, being comfortable with both soft and hard input, being realistic about cost and difficulty, and avoiding a decision minefield. Overall, I have come to value the idea and usefulness of making decision using logical tools such as decision trees. I recommend 'The Confident decision Maker' for everyone interested to know what OR/MS is all about.

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Dawson has helped hundreds of thousands of people negotiate the best deal with his Secrets of Power Negotiating tape series. Now, after talking to hundreds of top executives about successful and not-so-successful decisions they've made, he reveals the art and science of making excellent decisions.

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