Strategic Thinking
Solvable — A three step process to solve complex problems
Sep 19, 2022
Fighting COVID-19 – Let's work the problem
Mar 21, 2020
Follow four rules to better question maps
Feb 11, 2020
Recognize CIDNI problems
Jan 2, 2020
Balance humility and confidence
Jan 1, 2020
Meet William
Apr 14, 2019
Go beyond traditional decision analysis
Nov 16, 2016
Adopt a formal process to solve complex problems
Oct 6, 2016
Looking for evidence, privilege quality over quantity
Apr 15, 2016
Overconfident much?
Dec 27, 2024
Solvable — A three step process to solve complex problems
Sep 19, 2022
Balance humility and confidence
Jan 1, 2020
Use the SCQ rules quick reference sheet
Nov 3, 2019
Embrace the messiness of evidence
Oct 12, 2019
Recognize the different levels of trustworthiness for evidence
Sep 30, 2019
Frame with an SCQ sequence
Sep 23, 2019
Meet William
Apr 14, 2019
Embrace the distributed nature of decision making
Apr 10, 2019
What a problem solver can learn from the unfolding 737 Max story
Apr 4, 2019
Define stuff
Mar 4, 2019
Consider favoring simplicity over completeness
Feb 19, 2019
Don't look for perfection, it can be destructive
Jan 28, 2019
Don’t look for the "right" answer when an acceptable one will do
Aug 16, 2018
Be a specialist and a strategic thinker
Oct 18, 2017
Use the saturation framework, others
May 2, 2017
Don’t underestimate the human side
Feb 17, 2017
Go beyond traditional decision analysis
Nov 16, 2016
Watch for bikes! (expect the unexpected)
Jul 6, 2016
Strategic Thinking is available for pre-order
Apr 19, 2016
Recognize and market your transferrable skills
Jun 27, 2015
The book is coming
Jun 22, 2015
Choose an appropriate level of accuracy
Mar 10, 2015
Borrow ideas from other disciplines
Feb 11, 2015
Use Bayesian inference
Jan 9, 2015
Leverage analogies
Dec 15, 2014
Improve your thinking by mapping it
Oct 9, 2014
Diagnose before looking for solutions
Aug 13, 2014
Use an assertion-evidence structure in your slides
Jun 12, 2014
Manage your confirmation bias
Jun 4, 2014
Focus your analysis on what matters
Jan 5, 2014
Use inductive, deductive, and abductive logic
Oct 10, 2013
Did Chris Froome dope to win the 2013 Tour de France? Part 3 – Conclusion
Aug 2, 2013
Did Chris Froome dope to win the 2013 Tour de France? Part 2
Jul 30, 2013
Did Chris Froome dope to win the 2013 Tour de France? Part 1
Jul 24, 2013
Look for confirming evidence too
Jul 23, 2013
Capture your diagnostic analysis in a why map
Jul 23, 2013
Use a MECE structure but let your ideas be ICE
Jul 2, 2013
Don’t (always) trust your intuition
Jun 25, 2013
Look (primarily) for disconfirming evidence
Jun 11, 2013
(Truly) engage
Jun 5, 2013
(If you’re not an expert,) embrace constraints
May 14, 2013
Make your ill-defined problem a well-defined one
May 7, 2013
Find a good frame
Mar 1, 2013
Help others be successful
Feb 21, 2013
Integrate decision making into your overall problem-solving approach
Feb 11, 2013
Be careful what you conclude
Feb 1, 2013
Check your assumptions
Jan 18, 2013
Frame your problem
Jan 2, 2013
Improve your innovation by leveraging isomorphic problems
Dec 17, 2012
Use crowdsourcing to boost your organization’s innovation capacity
Nov 7, 2012
Boost your working memory
Oct 25, 2012
Work forward in solving problems, not backward
Oct 11, 2012
Improve your (team’s) T
Sep 18, 2012
Change how you recruit, train, and evaluate people
Sep 11, 2012
In appropriate settings, ask only experts
Sep 1, 2012
Don’t overdo that MECE thing – make your ideas independent and collectively exhaustive
Jun 14, 2012
Resist the marshmallow
May 7, 2012
Know when to discard experts
Apr 17, 2012
To create effectively, transcend brainstorming
Jan 29, 2012
Don't over-generalize your expertise
Sep 29, 2011
Build on victories
Jun 13, 2011
Don’t get lost in the terminology
Apr 18, 2011
Triangulate on answers
Mar 22, 2011
Use an Ishikawa diagram… or a diagnosis issue tree
Mar 9, 2011
Diagnose like a Tappet Brother
Feb 25, 2011
Be more MECE (mutually exclusive and collectively exhaustive)
Feb 15, 2011
Use Standard Issue Trees – Part 1 – A Profitability Tree
Feb 12, 2011
Adapt your leadership style
Feb 8, 2011
Learn to build issue trees by watching
Jan 31, 2011
Brainstorm effectively
Jan 6, 2011
Get a devil’s advocate
Dec 24, 2010
Don’t look for the single perfect issue tree
Dec 21, 2010
Be insightful
Dec 14, 2010
Reframe your thinking
Dec 12, 2010
Don’t do cargo cult business
Dec 11, 2010
Simplify!
Dec 10, 2010
Put design to your service
Dec 7, 2010
Get technological help (building issue trees)
Dec 1, 2010
Follow the Pareto Principle
Sep 8, 2010
Develop your presentation from the first day
Sep 3, 2010
Balance satisficing and optimizing
Aug 25, 2010
Case study: cables negotiation — part 4/8 — Test your hypotheses
Jul 29, 2010
Case study: cables negotiation — part 3/8 — Build a why issue tree (2/2)
Jul 23, 2010
Case study: cables negotiation — part 2/8 — Build a why issue tree (1/2)
Jul 20, 2010
Case study: cables negotiation — part 1/8 — Build a good problem identification card
Jul 19, 2010
Use existing frameworks wherever possible
Jul 6, 2010
Diverge effectively in your thinking
Jul 6, 2010
Ask “so what?”
Jul 6, 2010
Use processes appropriately
Jul 6, 2010
Use logic
Jul 4, 2010
Build a problem identification card
Jul 4, 2010
Practice and enlist others
Jul 2, 2010
Be MECE—mutually exclusive and collectively exhaustive
Jul 2, 2010
Draw question maps
Jul 2, 2010
Only ask how if you know why
Jul 2, 2010
Identify a good problem
Jul 2, 2010
