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Recommended Resource – Secrets of Power Problem Solving

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Secrets of Power Problem Solving

by Roger Dawson

About the Reference

Secrets of Power Problem Solving by Roger Dawson provides an insightful examination of the theories and practices associated with decision-making. Throughout his book, Roger challenges commonly held beliefs about the decision-making process and provides actionable methods to effectively address problems of all types… of which he indicates there are only two, people and money issues.

In Secrets of Power Problem Solving, Roger presents methods for answering several key decision-making questions:

  • Does the Problem Deserve a Solution?
  • Is the Problem Real or Imagined?
  • How Quickly Should You Choose?
  • Intuition or Rapid Reasoning?
  • What Makes You a Great Problem Solver?

Benefits of Using this Reference

StrategyDriven Contributors like Secrets of Power Problem Solving because of its logical, well-structured approach to everyday decision-making that will be of value to new and seasoned professionals. Roger provides immediately implementable methods for effectively dealing with both people and money challenges. Furthermore, each chapter is summarized by a “Key points from this chapter” list that makes periodic review of his book for principles reinforcement easy and fast.

If we had one suggestion to offer it would be that the flow of the book and its recommendations would be more easily synthesized by the reader if an overview of the decision-making process was presented in the beginning of the book. This is a very minor point as a moderately experienced decision-maker can easily follow Roger’s line of thinking throughout the book.

Effective decision-making is both a role and challenge for today’s professionals. Secrets of Power Problem Solving’s methods provide new and seasoned professionals with a collection of decision-making practices that will help them become better decision-makers. Additionally, the recommendations Roger presents throughout his book are very well aligned with StrategyDriven’s decision-making best practices; making Secrets of Power Problem Solving a StrategyDriven recommended read.

Recommended Resource – Judgment Calls

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Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right

by Thomas H. Davenport and Brook Manville

About the Reference

Judgment Calls by Thomas H. Davenport and Brook Manville examines twelve mission critical decisions made by public and private organizations for the key aspects of the decision process employed and analytical approaches used. Through this exploration, Thomas and Brook discuss organizational factors influencing successful decision-making including:

  • Participative Problem-Solving Processes
  • Technology and Analytics
  • Power and Culture
  • Leaders Setting the Right Context

They assert that effective employment of these factors enhances organizational judgment and therefore its decision-making capability. The twelve detailed examples within their book serve as a roadmap for those seeking to further develop their organization’s decision-making ability.

Benefits of Using this Reference

StrategyDriven Contributors believe in the inherent value of reading books, such as Judgment Calls, that provide deep insights to the decision-making processes of respected organizations during critical situations. Thomas and Brook obviously had access to the senior leaders at each organization profiled; enabling them to garner the though processes and reasoning behind the decisions being made.

Valuable as it may be, we believe there are flaws in Thomas and Brook’s approach to ascertaining the key factors behind successful decisions. Most prevalent among these flaws is an apparent assumption that successful outcomes were the result of a sound decision-making approach and the correction of the organization’s past decision-making shortfalls; not the result, in part or whole, of good fortune or luck. (Note that Thomas and Brook did examine some failed decisions of examined organizations, however, we found those reviews to be incomplete when compared with StrategyDriven‘s analysis.) We would have liked to have seen additional testing whereby the processes leading to successful decisions were tested against decision-making shortcomings observed in other organizations. In our experience, organizations may experience a series of successful decision outcomes because circumstances that would otherwise challenge their area of vulnerability are not manifest. When such a circumstance does arise, the organization’s decision process fails to recognize or appropriately deal with it leading to an adverse outcome.

StrategyDriven Contributors have studied high-risk decisions – both the successes and the failures – made by organizations such as NASA and nuclear utilities around the world; identifying principles and practices to be embraced and those to be avoided. Indeed, one of our contributors co-authored the standards by which the U.S. nuclear industry processes its high-risk decisions. While we agree with the four organizational factors associated with successful decision-making as outlined in Judgment Calls, we believe there are many others demanding close attention in order to consistently achieve desired outcomes. Our insights to high-risk decision management can be found in StrategyDriven’s Decision-Making topic area.

While we believe the approach taken to draw the conclusions contained within Judgment Calls to be flaw, the book offers otherwise inaccessible insight into the decision-making processes of respected organizations making it a StrategyDriven recommended read.

Recommended Resource – What I Didn’t Learn in Business School

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What I Didn’t Learn in Business School: How Strategy Works in the Real World
by Jay B. Barney and Trish Gorman Clifford

About the Reference

What I Didn’t Learn in Business School: How Strategy Works in the Real World by Jay Barney and Trish Gorman Clifford reveals the shortfalls of the principles learned in the idealistic academic environment when applied directly to the messy, unpredictable and politically charged business world. Through a storied approach, Jay and Trish reveal the inadequacies of modeling to fully predict business outcomes and the challenge of creating alignment among leaders with differing points of view and personal agendas. They go on to illustrate the power of moving leaders past the limits of these barriers and their own collective experience to gain significant marketplace advantages and organizational prosperity.

Benefits of Using this Reference

StrategyDriven Contributors like What I Didn’t Learn in Business School because it so clearly illustrates the premise for our website, namely, that while highly beneficial, academic principles must be adapted from the ideal environment of the classroom to the unpredictable environment of the shop floor in order to provide real value to any organization. Furthermore, no single model or performance measure can adequately portray a given situation in such a way that a definitive decision can be made. Rather, multiple models and measures should be employed to create a complete picture of performance from differing perspectives to enable robust decision-making.

Its well supported, fully illustrated assertion that strong business performance is achieved through the application of sound academic principles tempered by real-world business experience makes What I Didn’t Learn in Business School a StrategyDriven recommended read.

Alternative Development Best Practice 1 – Reality Questions

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Many exciting ideas for new product and service offerings are generated every year; often appearing as the next great pursuit that will surely propel the organization ahead of its competitors. With this view in mind, those conceiving of these ideas create business cases for leadership. Too often, these eager employees unwittingly identify every fact and figure supporting their proposition and ignored those that would shed doubt. Subsequently, the business cases developed present only a partial picture of reality; potentially omitting true shortfalls that diminished value or place the organization itself at risk.

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Recommended Resource – The Black Swan

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StrategyDriven Book ReviewThe Black Swan: The Impact of the Highly Improbable

by Nassim Nicholas Taleb

Black swan events are by definition unpredictable, catastrophic, and retrospectively believed to have been fully predictable and by extension less impactful.

About the Reference

In his book, The Black Swan: The Impact of the Highly Improbable, Dr. Nassim Nicholas Taleb illustrates the truly unpredictable nature of black swan events. He shows how the limits of human imagination and available information hide the possibility of these events from us regardless of the retrospective assertions made by ‘the experts.’ Dr. Taleb goes on to reveal micro-level black swans that influence the day-to-day success and failure of companies and individual employees.

Benefits of Using this Reference

The Black Swan brings to the forefront the reality of unpredictable events. Through his proof of their existence, Dr. Taleb creates a mandate for executives and managers to examine and prepare their organization to deal with black swan events at the corporate and employee level.

The one shortcoming of Dr. Taleb’s book is the absence of a set of guiding protocols or principles for effectively dealing with black swan events once they occur. This remains as an outstanding research and development project for the reader with no initial direction provided.

StrategyDriven likes The Black Swan for its exposure of unpredictable events and the inferred call to action to prepare one’s organization to deal with these catastrophes commensurate with the organization’s overall risk profile; making The Black Swan a StrategyDriven recommended read.