Whether you are a student or a working professional, you can benefit from being better at solving the complex problems that come up in your life. Strategic Thinking in Complex Problem Solving provides a general framework and the necessary tools to help you do so. Based on his groundbreaking course at Rice University, engineer and former strategy consultant Arnaud Chevallier provides practical ways to develop problem solving skills, such as investigating complex questions with issue maps, using logic to promote creativity, leveraging analogical thinking to approach unfamiliar problems, and managing diverse groups to foster innovation. This book breaks down the resolution process into four steps: 1) frame the problem (identifying what needs to be done), 2) diagnose it (identifying why there is a problem, or why it hasn't been solved yet), 3) identify and select potential solutions (identifying how to solve the problem), and 4) implement and monitor the solution (resolving the problem, the 'do'). For each of these four steps - the what, why, how, and do - this book explains techniques that promotes success and demonstrates how to apply them on a case study and in additional examples. The featured case study guides you through the resolution process, illustrates how these concepts apply, and creates a concrete image to facilitate recollection. Strategic Thinking in Complex Problem Solving is a tool kit that integrates knowledge based on both theoretical and empirical evidence from many disciplines, and explains it in accessible terms. As the book guides you through the various stages of solving complex problems, it also provides useful templates so that you can easily apply these approaches to your own personal projects. With this book, you don't just learn about problem solving, but how to actually do it.
|Publisher:||Oxford University Press|
|Sold by:||Barnes & Noble|
|File size:||25 MB|
|Note:||This product may take a few minutes to download.|
About the Author
Arnaud Chevallier researches tools to help people solve complex, ill-defined problems. He is particularly interested in common denominators: the knowledge and skills that, irrespective of disciplines, can benefit people confronted with an unfamiliar, challenging problem that requires significant analysis. He is an associate vice provost at Rice University, where he teaches in the engineering school.
Table of ContentsChapter 1: An Overview of Strategic Thinking in Complex Problem Solving Chapter 2: Frame the Problem Chapter 3: Identify Potential Root Causes Chapter 4: Determine the Actual Cause(s) Chapter 5: Identify Potential Solutions Chapter 6: Select a Solution Chapter 7: Sell the Solution - Communicate Effectively Chapter 8: Implement and Monitor the Solution Chapter 9: Dealing with Complications and Wrap Up