Strategic Thinking
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Solvable — A three step process to solve complex problems
Sep 19, 2022
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Fighting COVID-19 – Let's work the problem
Mar 21, 2020
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Follow four rules to better question maps
Feb 11, 2020
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Recognize CIDNI problems
Jan 2, 2020
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Balance humility and confidence
Jan 1, 2020
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Meet William
Apr 14, 2019
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Go beyond traditional decision analysis
Nov 16, 2016
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Adopt a formal process to solve complex problems
Oct 6, 2016
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Looking for evidence, privilege quality over quantity
Apr 15, 2016
![](https://framerusercontent.com/images/Vl2dtQoOuNk7oI1L3JuZRWAJ88.png)
Solvable — A three step process to solve complex problems
Sep 19, 2022
![](https://framerusercontent.com/images/BkswEdrvS6HbkupmBxdS68mE.png)
Balance humility and confidence
Jan 1, 2020
![](https://framerusercontent.com/images/oCE547c3YnHrD4dpd6gOJqWU.png)
Use the SCQ rules quick reference sheet
Nov 3, 2019
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Embrace the messiness of evidence
Oct 12, 2019
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Recognize the different levels of trustworthiness for evidence
Sep 30, 2019
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Frame with an SCQ sequence
Sep 23, 2019
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Meet William
Apr 14, 2019
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Embrace the distributed nature of decision making
Apr 10, 2019
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What a problem solver can learn from the unfolding 737 Max story
Apr 4, 2019
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Define stuff
Mar 4, 2019
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Consider favoring simplicity over completeness
Feb 19, 2019
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Don't look for perfection, it can be destructive
Jan 28, 2019
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Don’t look for the "right" answer when an acceptable one will do
Aug 16, 2018
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Be a specialist and a strategic thinker
Oct 18, 2017
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Use the saturation framework, others
May 2, 2017
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Don’t underestimate the human side
Feb 17, 2017
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Go beyond traditional decision analysis
Nov 16, 2016
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Watch for bikes! (expect the unexpected)
Jul 6, 2016
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Strategic Thinking is available for pre-order
Apr 19, 2016
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Recognize and market your transferrable skills
Jun 27, 2015
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The book is coming
Jun 22, 2015
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Choose an appropriate level of accuracy
Mar 10, 2015
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Borrow ideas from other disciplines
Feb 11, 2015
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Use Bayesian inference
Jan 9, 2015
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Leverage analogies
Dec 15, 2014
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Improve your thinking by mapping it
Oct 9, 2014
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Diagnose before looking for solutions
Aug 13, 2014
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Use an assertion-evidence structure in your slides
Jun 12, 2014
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Manage your confirmation bias
Jun 4, 2014
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Focus your analysis on what matters
Jan 5, 2014
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Use inductive, deductive, and abductive logic
Oct 10, 2013
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Did Chris Froome dope to win the 2013 Tour de France? Part 3 – Conclusion
Aug 2, 2013
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Did Chris Froome dope to win the 2013 Tour de France? Part 2
Jul 30, 2013
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Did Chris Froome dope to win the 2013 Tour de France? Part 1
Jul 24, 2013
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Look for confirming evidence too
Jul 23, 2013
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Capture your diagnostic analysis in a why map
Jul 23, 2013
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Use a MECE structure but let your ideas be ICE
Jul 2, 2013
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Don’t (always) trust your intuition
Jun 25, 2013
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Look (primarily) for disconfirming evidence
Jun 11, 2013
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(Truly) engage
Jun 5, 2013
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(If you’re not an expert,) embrace constraints
May 14, 2013
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Make your ill-defined problem a well-defined one
May 7, 2013
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Find a good frame
Mar 1, 2013
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Help others be successful
Feb 21, 2013
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Integrate decision making into your overall problem-solving approach
Feb 11, 2013
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Be careful what you conclude
Feb 1, 2013
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Check your assumptions
Jan 18, 2013
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Frame your problem
Jan 2, 2013
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Improve your innovation by leveraging isomorphic problems
Dec 17, 2012
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Use crowdsourcing to boost your organization’s innovation capacity
Nov 7, 2012
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Boost your working memory
Oct 25, 2012
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Work forward in solving problems, not backward
Oct 11, 2012
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Improve your (team’s) T
Sep 18, 2012
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Change how you recruit, train, and evaluate people
Sep 11, 2012
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In appropriate settings, ask only experts
Sep 1, 2012
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Don’t overdo that MECE thing – make your ideas independent and collectively exhaustive
Jun 14, 2012
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Resist the marshmallow
May 7, 2012
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Know when to discard experts
Apr 17, 2012
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To create effectively, transcend brainstorming
Jan 29, 2012
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Don't over-generalize your expertise
Sep 29, 2011
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Build on victories
Jun 13, 2011
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Don’t get lost in the terminology
Apr 18, 2011
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Triangulate on answers
Mar 22, 2011
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Use an Ishikawa diagram… or a diagnosis issue tree
Mar 9, 2011
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Diagnose like a Tappet Brother
Feb 25, 2011
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Be more MECE (mutually exclusive and collectively exhaustive)
Feb 15, 2011
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Use Standard Issue Trees – Part 1 – A Profitability Tree
Feb 12, 2011
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Adapt your leadership style
Feb 8, 2011
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Learn to build issue trees by watching
Jan 31, 2011
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Brainstorm effectively
Jan 6, 2011
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Get a devil’s advocate
Dec 24, 2010
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Don’t look for the single perfect issue tree
Dec 21, 2010
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Be insightful
Dec 14, 2010
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Reframe your thinking
Dec 12, 2010
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Don’t do cargo cult business
Dec 11, 2010
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Simplify!
Dec 10, 2010
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Put design to your service
Dec 7, 2010
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Get technological help (building issue trees)
Dec 1, 2010
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Follow the Pareto Principle
Sep 8, 2010
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Develop your presentation from the first day
Sep 3, 2010
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Balance satisficing and optimizing
Aug 25, 2010
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Case study: cables negotiation — part 4/8 — Test your hypotheses
Jul 29, 2010
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Case study: cables negotiation — part 3/8 — Build a why issue tree (2/2)
Jul 23, 2010
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Case study: cables negotiation — part 2/8 — Build a why issue tree (1/2)
Jul 20, 2010
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Case study: cables negotiation — part 1/8 — Build a good problem identification card
Jul 19, 2010
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Use existing frameworks wherever possible
Jul 6, 2010
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Diverge effectively in your thinking
Jul 6, 2010
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Ask “so what?”
Jul 6, 2010
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Use processes appropriately
Jul 6, 2010
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Use logic
Jul 4, 2010
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Build a problem identification card
Jul 4, 2010
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Practice and enlist others
Jul 2, 2010
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Be MECE—mutually exclusive and collectively exhaustive
Jul 2, 2010
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Draw question maps
Jul 2, 2010
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Only ask how if you know why
Jul 2, 2010
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Identify a good problem
Jul 2, 2010