 |
Another way to generate multiple options is to examine your problem from the perspective of different professions and disciplines.
|
70 |
 |
People generally assume that differences between two parties create the problem. Yet differences can also lead to a solution. Agreement is often based on disagreement.
|
75 |
 |
However complex the other side’s decisional process may seem, you will understand it better if you pick one person… and see how the problem looks from his or her point of view.
|
78 |
 |
When [your opponent] attacks you, don’t counterattack. Break the vicious cycle by refusing to attack. Instead of pushing back, sidestep their attack and deflect it against the problem.
|
110 |
 |
Disentangle people from the problem. Unless you have good reason to trust somebody, don’t.
|
134 |
 |
Fundamentally, everyone is trying to solve the same problem.
|
7 |
 |
The lower someone’s rank in the organizational hierarchy, the greater their risk of stress-related problems, not the other way around.
|
36 |
 |
…recognize that slow-moving when problems have all the gravity of fast-moving what calamities – and deserve the same collective response.
|
104 |
 |
By imagining failure in advance… you can anticipate some of the potential problems and avoid them once the actual project begins.
|
107 |
 |
With a logic problem, asking people to explain themselves doesn’t impair their ability to come up with the answers. In some cases, in fact, it may help.
|
121 |
