 |
People create guiding team problems. Once you see the issues, you can steer clear of the pitfalls. That’s the power of insight.
|
49 |
 |
…structure situations so that people can take risks to deal with difficult bureaucratic and political problems without having to put their lives on the line.
|
147 |
 |
…a new way of operating can remain fragile or can degenerate – unless specific actions are taken to deal with the problem.
|
166 |
 |
When people start talking to you about the challenge at hand, what’s essential to remember is that what they’re laying out for you is rarely the actual problem.
|
82 |
 |
Understanding that a problem has multiple causes doesn’t limit our options for how we move forward to solve that problem.
|
137 |
 |
How do we get ourselves caught up in fixes that fail? By focusing on only one player in the system and papering over the real problem with a solution that is fundamentally unsound.
|
141 |
 |
Use mistakes and problems as opportunities to get better – not reasons to quit. – Jamie Dimon
|
254 |
 |
The higher the stakes, the more important it is to track progress – to flag looming problems, double back from dead ends, and modify goals on the run.
|
126 |
 |
…that’s the chilling effect of not saying thank you. You create a problem where none should exist.
|
89 |
 |
Even though we may be able to deny our problems to ourselves, they may be very obvious to the people who are observing us.
|
125 |
