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How do you deal with problems? Find out in this bold, humorous, and surprisingly insightful picture book that personifies "problems" as creatures, and skillfully teaches readers (big and small!) how to handle one when it appears. Have you ever met a problem? They come in all shapes and sizes, and can pop up at the most inconvenient times. But you should know some things about problems that will help you make them disappear... This picture book's original take on managing emotions, and emphasis on communication, will help little ones and grown-ups alike naviagate their peskiest problems. THE PROBLEM WITH PROBLEMS is filled with social-emotional learning-based advice for every kind of situation, wrapped lovingly in the lyrical prose of award-winning children's poet Rachel Rooney.
"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.
This is a practical anthology of some of the best elementary problems in different branches of mathematics. Arranged by subject, the problems highlight the most common problem-solving techniques encountered in undergraduate mathematics. This book teaches the important principles and broad strategies for coping with the experience of solving problems. It has been found very helpful for students preparing for the Putnam exam.
This book of problems is designed to challenge students learning probability. Each chapter is divided into three parts: Problems, Hints, and Solutions. All Problems sections include expository material, making the book self-contained. Definitions and statements of important results are interlaced with relevant problems. The only prerequisite is basic algebra and calculus.
This is the story of a persistent problem and the child who isn't so sure what to make of it. The longer the problem is avoided, the bigger it seems to get. But when the child finally musters up the courage to face it, the problem turns out to be something quite different than it appeared. What Do You Do With a Problem? is a story for anyone, at any age, who has ever had a problem that they wished would go away. It's a story to inspire you to look closely at that problem and to find out why it's here. Because you might discover something amazing about your problem... and yourself.
Problems block and slow down your progress; here’s how to overcome them–simply, efficiently and effectively. This book offers straightforward, empowering science-based solutions to problems, big and small, at work or in life. It takes a never before seen approach to problem solving, powerfully combining lessons from cognitive science, established problem-solving theory and vast practical experience. It includes a radical new approach to analysing problems: The Problem Matrix. This will transform your approach to problems, challenge your thinking and help you develop new, positive, solution-focussed mindsets for the long-term.
"If we all could internalize the simple truths in this book, the world we live in and the organizations in which we work would be better places. Why? Because we would all finally understand that "God does not make junk". People are beautiful; they're just no perfect. They have problems and they deserve our love and understanding. When we think people are problems, we corner them and give them little way out. We miss their light and focus on their darkness.Time and time again, Robert, through his heart-warming stories, sense of humor and self-insight, provides help for all of us to avoid this trap.Above all, remember: if we focus on the problems people have and not on people as problems, we can release incredible energy. With Robert Watts as our guide, our lives can take on new meaning. Enjoy and use his insights. Take my word for it, if you read this book, you'll never be the same, nor will the people with whom you share your life."
Examples help explain the seven basic mathematical problem-solving methods, including inference, classification of action sequences, working backward, and contradiction
Each day, managers and employees are confronted with a plethora of real problems and decisions that are creating issues suchs as lost throughput, poor quality, personnel problems, and material shortages.How they approach these daily quandaries will determine how successful they are at resolving problems and making effective decisions. It is human nature for managers to solutions before they even understand the nature of the problems they are trying to solve. As a result, they end up making blind decisions that change perfectly acceptable processes for incorrect reasons. The real secret to solving problems does not depend upon the number of sophisticated statistical tools that one applies -- The secret to solving most problems is to keep the approach simple and uncomplicated. Many managers and employees make mistakes because they fail to do what Toyota does so effortlessly -- . They fail to perform the 'genmba walk,' during which they go to see the actual process, understand the work, ask questions, and learn. By following a structured approach, and using only simple tools, most problems can be solved, effective decisions can be made, and problems prevented. The cornerstones of this book are three detailed roadmaps for solving problems, preventing problems, and making effective decisions. Each roadmap contains a step-by-step explanation on how to solve existing problems, how to prevent future problems, and how to make effective decisions. The book provides real case studies to illustrate each of the techniques presented in the book.
Every person in every function of every organization is involved in solving problems. They show up in your email inbox, in meetings, in your own work. They are strategic and tactical, mundane and breakthrough, easy and difficult. Most organizations want to, and need to, improve their people's problem-solving efforts, and so they offer them tools, templates, and training. Yet this is not where the leverage for impact is found. People Solve Problems: The Power of Every Person, Every Day, Every Problem explores the real leverage to improve your problem solving. In the first section of the book, we explore the problem with problem solving, including both the value and limits of tools and templates. We also explore the marriage of problem solving and standards. Building on that start, People Solve Problems is built on four primary domains. After setting up the challenge, we start by exploring People-Centered Capabilities. These capabilities are tool agnostic, equally applicable to any chosen problem-solving method or no method at all. This includes a wide range of capabilities from creating problem statements to integrating intuition into problem solving. Next, we cover Problem-Solving Culture. These chapters outline the culture needed in the organization or the personal behaviors you must master to be successful in problem solving. The behaviors explored range from deliberately learning through problem solving to building transparency, vulnerability, and trust. In the third section, we dive into Success through Coaching. Problem solving is unlike other practices, training is incredibly insufficient, and coaching is the major driver of success. This section addresses the why, who, when, where, and of course the important how of coaching. Finally, we explore the Role of the Leader, whether the CEO or a team leader, in building an environment where problem solving can thrive. The leader must be the architect of their problem-solving systems, a shaper of culture, and a framer of problems. Problem-solving effectiveness is critical to success for both the problems you already know about and those you have not yet experienced. People Solve Problems will you help you, and those you lead, to be more effective now and in the future.