Be a Great Problem Solver – Now!

Table of contents

1. Cover
2. Title
3. Contents
4. About the author
5. Introduction
6. Acknowledgements
7. Chapter 1 Avoid the Solution Trap
   1. Speed read
      1. 1.1 What’s wrong with a knee-jerk solution?
      2. 1.2 Think holistically
      3. 1.3 Structure your problem-solving approach
      4. 1.4 Scour the stakeholder landscape
      5. 1.5 Slow down to speed up: be prepared for challenge
      6. 1.6 Uncover constraints
      7. 1.7 Be concise yet precise: introducing the one-page problem canvas
   2. Big picture
      1. 1.1 What’s wrong with a knee-jerk solution?
      2. 1.2 Think holistically
      3. 1.3 Structure your problem-solving approach
      4. 1.4 Scour the stakeholder landscape
      5. 1.5 Slow down to speed up: be prepared for challenge
      6. 1.6 Uncover constraints
      7. 1.7 Be concise yet precise: introducing the one-page problem canvas
8. Chapter 2 Think Problem Before Solution
   1. Speed read
      1. 2.1 The importance of ‘why’
      2. 2.2 Defining a problem or opportunity statement
      3. 2.3 Encourage divergent and convergent thinking
      4. 2.4 Get to the root of the problem
      5. 2.5 Consider the external environment
      6. 2.6 Consider multiple perspectives on the problem
      7. 2.7 Gain consensus and move forward
   2. Big picture
      1. 2.1 The importance of ‘why’
      2. 2.2 Defining a problem or opportunity statement
      3. 2.3 Encourage divergent and convergent thinking
      4. 2.4 Get to the root of the problem
      5. 2.5 Consider the external environment
      6. 2.6 Consider multiple perspectives on the problem
      7. 2.7 Gain consensus and move forward
9. Chapter 3 Defining The Outcomes: What Does Success Look Like?
   1. Speed read
      1. 3.1 Encourage outcome-based thinking
      2. 3.2 Start with the end in mind: define critical success factors
      3. 3.3 Make it measurable with key performance indicators
      4. 3.4 Attain balance with the balanced business scorecard
      5. 3.5 Revisit and consider constraints
      6. 3.6 Ensuring organisational alignment
      7. 3.7 Assess different perspectives on outcomes
   2. Big picture
      1. 3.1 Encourage outcome-based thinking
      2. 3.2 Start with the end in mind: define critical success factors
      3. 3.3 Make it measurable with key performance indicators
      4. 3.4 Attain balance with the balanced business scorecard
      5. 3.5 Revisit and consider constraints
      6. 3.6 Ensuring organisational alignment
      7. 3.7 Assess different perspectives on outcomes
10. Chapter 4 Assessing Scope And Impact
    1. Speed read
       1. 4.1 The danger of ‘scope creep’
       2. 4.2 Know the difference: impacted, interested and involved
       3. 4.3 Understand the problem situation
       4. 4.4 Find the roles and goals
       5. 4.5 Make it visual with a business use case model
       6. 4.6 Set the priorities
       7. 4.7 Set the boundaries of scope
    2. Big picture
       1. 4.1 The danger of ‘scope creep’
       2. 4.2 Know the difference: impacted, interested and involved
       3. 4.3 Understand the problem situation
       4. 4.4 Find the roles and goals
       5. 4.5 Make it visual with a business use case model
       6. 4.6 Set the priorities
       7. 4.7 Set the boundaries of scope
11. Chapter 5 Solutioneering: Generating Solution Options
    1. Speed read
       1. 5.1 Keep the outcomes clearly in mind
       2. 5.2 Get together and imagine multiple solutions
       3. 5.3 Start evaluating solutions: create a ‘long list’
       4. 5.4 Getting specific: short list the best
       5. 5.5 Consider doing nothing
       6. 5.6 Compare the short-listed options
       7. 5.7 Validate and make a recommendation
    2. Big picture
       1. 5.1 Keep the outcomes clearly in mind
       2. 5.2 Get together and imagine multiple solutions
       3. 5.3 Start evaluating solutions: create a ‘long list’
       4. 5.4 Getting specific: short list the best
       5. 5.5 Consider doing nothing
       6. 5.6 Compare the short-listed options
       7. 5.7 Validate and make a recommendation
12. Chapter 6 Bringing It All Together: the One-Page ‘Problem Canvas’
    1. Speed read
       1. 6.1 Being concise and precise: building the canvas
       2. 6.2 Gaining consensus
       3. 6.3 The canvas as an internal sales tool
       4. 6.4 Gain commitment
       5. 6.5 Plan the next steps
       6. 6.6 Beware risks
       7. 6.7 A problem canvas is a great place to start (but the hard work is yet to come)
    2. Big picture
       1. 6.1 Being concise and precise: building the canvas
       2. 6.2 Gaining consensus
       3. 6.3 The canvas as an internal sales tool
       4. 6.4 Gain commitment
       5. 6.5 Plan the next steps
       6. 6.6 Beware risks
       7. 6.7 A problem canvas is a great place to start (but the hard work is yet to come)
13. Chapter 7 Making Sure Problems Stay Solved: Implementing, Measuring Success and Pivoting
    1. Speed read
       1. 7.1 What happens after the problem canvas is written?
       2. 7.2 Compare and prioritise problems
       3. 7.3 Inspire action: keeping up the momentum to implement a solution
       4. 7.4 Get ready to measure success
       5. 7.5 Stay close to ensure problems don’t recur
       6. 7.6 Seek further opportunities to tweak and pivot
       7. 7.7 Embed the practice of continuous improvement
    2. Big picture
       1. 7.1 What happens after the problem canvas is written?
       2. 7.2 Compare and prioritise problems
       3. 7.3 Inspire action: keeping up the momentum to implement a solution
       4. 7.4 Get ready to measure success
       5. 7.5 Stay close to ensure problems don’t recur
       6. 7.6 Seek further opportunities to tweak and pivot
       7. 7.7 Embed the practice of continuous improvement
14. Conclusions and next steps
15. What did you think of this book?
16. References and further reading
17. Index
18. Endorsements
19. Advertisement
20. Imprint