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Posted January 21, 2008
In 'The 2000 Percent Solution', Professor Donald Mitchell explains the various habits or stalls that impede or delay organisational progress. The book carefully traces the sources of failure, inertia and under-performance by organisations. He also explains how one can reveal and capture new opportunities by asking new questions. Ways to overcome some of the deep rooted stalls are explained. Step-by-step, the author teaches the different thinking skills needed for sound stall busting. The book is fun and easy to read and follow. It is an excellent reference when I need to have new perspectives on any issue. It is an excellent reference when I need assistance on how I can breathe new life into my organisation. I strongly recommend anyone wishing to 'bust' their stalls to read this book, and keep reading it to prevent the stalls coming back.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted April 2, 2005
Freeing Your Organisation From Stalled Thinking
This book argues that ingrained habits, which often masquerade as efficient procedures (stalls) actually obstruct growth. In this book, you will learn to go beyond today's best practices into the uncharted realm of what needs to be imagined and accomplished (stallbusters). This is a remarkable claim, and it goes beyond the tradition al 'competitive advantage' proposition. It is the 2000 percent solution. The revolutioray nature of this book can be seen from the fact that it is primarily about what to do differently, rather than how to do something better than you do it today. The book is a form of coupures epistemologigues (see especially part 2). The 2000 Percent Solution is in a sense a projective test, not unlike the Rorschach test. It is also a book on applied psychology, specifically, it extrapolates the basic tenets of 'peak peformance Technology' for corporate uses. It also makes use of very useful but somewhat unfamilar terms duch as 'stalls' and 'stallbusters'. In fact, the book espouses a 'stall' theory. Because of this, the best way to read this book is by first reading it thoroughly from beginning to end, noting the important passages. In say, 6 weeks time, read the book the second time. You will be surprised of the new insights the book has generated. In fact, this book tends to grow on you. It works at your subconscious mind. It has understanding and emotional impact. This book is easy and fun to read. You will find a few sentences at the beginning of each chapter that put the material you are going to read in context. There are action guides at the end of each chapter. The book is made doubly useful by the many questions it asks. Questions are the best teacher. Also, each chapter is self-contaained and can be read individually. Every management book is in a sense a book on 'competitive advantage'. But, this book goes beyond the traditional notion of 'competitive advantage'. Instead of using the terms 'strategy' and 'strategic management' for which there is no general assent the book uses the term 'best practices' (see especially chapter 11-14). This book can be seen as a book on 'competitive advantage' par excellence but, it is vastly superior than Michael Porter's Competitive Advantage: Ceating and Sustaining Superior Performance.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.