 |
The best organizations have leaders who encourage teams to solve problems at the local level rather than using top-down commands.
|
115 |
 |
Understanding that a problem has multiple causes doesn’t limit our options for how we move forward to solve that problem.
|
137 |
 |
To solve the real problem, you have to understand the real interests… you have to dig behind the stated positions and identify which bucket the interests fall into.
|
249 |
 |
…there are no shortcuts to excellence. Developing real expertise, figuring out really hard problems, it all takes time – longer than most people imagine.
|
54 |
 |
…the three watchwords for entrepreneurs: 1) Solve a problem, 2) Build a simple product, 3) Talk to your users.
|
62 |
 |
…the mind creates its own universe; but no, we can’t solve our problems through affirmations and positive thinking alone.
|
29 |
 |
For some types of problems, working with someone else at the proverbial shared whiteboard can push you deeper than if you were working alone.
|
133 |
 |
…understanding a problem doesn’t necessarily solve it – that knowing is not enough.
|
35 |
 |
We need to switch from archeological problem solving to bright-spot evangelizing.
|
48 |
 |
…promise what no others can: the opportunity to do irreplaceable work on a unique problem alongside great people.
|
122 |
