"The author makes a compelling case that we often start solving a problem before thinking deeply about whether we are solving the right problem. If you want the superpower of solving better problems, read this book." - Eric Schmidt, former CEO, Google
Are you solving the right problems? Have you or your colleagues ever worked hard on something, only to find out you were focusing on the wrong problem entirely? Most people have. In a survey, 85 percent of companies said they often struggle to solve the right problems. The consequences are severe: Leaders fight the wrong strategic battles. Teams spend their energy on low-impact work. Startups build products that nobody wants. Organizations implement "solutions" that somehow make things worse, not better. Everywhere you look, the waste is staggering. As Peter Drucker pointed out, there's nothing more dangerous than the right answer to the wrong question.
There is a way to do better.
The key is reframing, a crucial, underutilized skill that you can master with the help of this book. Using real-world stories and unforgettable examples like "the slow elevator problem," author Thomas Wedell-Wedellsborg offers a simple, three-step method - Frame, Reframe, Move Forward - that anyone can use to start solving the right problems. Reframing is not difficult to learn. It can be used on everyday challenges and on the biggest, trickiest problems you face. In this visually engaging, deeply researched book, you'll learn from leaders at large companies, from entrepreneurs, consultants, nonprofit leaders, and many other breakthrough thinkers.
It's time for everyone to stop barking up the wrong trees. Teach yourself and your team to reframe, and growth and success will follow.
Щодня розумнi й талановитi люди по всьому свiтi припускаються помилок лише тому, що розв'язують не тi проблеми. Через це з'являються мобiльнi застосунки, якими нiхто не користується, вiдкриваються заклади, якi стоять порожнем...Бiзнес втрачає час i грошi. Великi компанiї банкрутують. Томас Веделл-Веделлсборґ певен: усього цього можна уникнути, якщо освоїти рефреймiнг - умiння переформульовувати проблеми, ставлячи правильнi запитання на етапi планування. Тодi ухваленi рiшення будуть ефективними, iдеї креативними, а ризики мiнi-мальними. Iнновацiйний метод швидкого рефреймiнгу коштував автору 10 рокiвдослiдницької роботи. Ви ж можете одразу перейти вiд теорiї до практики, щоб, зазираючи в майбутнє, змiнювати свiт на краще без стресiв i втрат. Так, як це роблять лiдери компанiй зi списку Fortune 500.
Schodnja rozumni j talanoviti ljudi po vsomu sviti pripuskajutsja pomilok lishe tomu, scho rozv'jazujut ne ti problemi. Cherez tse z'javljajutsja mobilni zastosunki, jakimi nikhto ne koristujetsja, vidkrivajutsja zakladi, jaki stojat porozhnem...Biznes vtrachaje chas i groshi. Veliki kompaniji bankrutujut. Tomas Vedell-Vedellsborg peven: usogo tsogo mozhna uniknuti, jakscho osvojiti refrejming - uminnja pereformulovuvati problemi, stavljachi pravilni zapitannja na etapi planuvannja. Todi ukhvaleni rishennja budut efektivnimi, ideji kreativnimi, a riziki mini-malnimi. Innovatsijnij metod shvidkogo refrejmingu koshtuvav avtoru 10 rokivdoslidnitskoji roboti. Vi zh mozhete odrazu perejti vid teoriji do praktiki, schob, zazirajuchi v majbutnje, zminjuvati svit na krasche bez stresiv i vtrat. Tak, jak tse robljat lideri kompanij zi spisku Fortune 500.
