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"Adair has transformed our understanding of how leadership works and how executives can become business leaders." - "European Foundation for Management Development"""
Book Description
A simple, accessible guide from leadership expert John Adair which explains key principles for developing thinking skills and applying them creatively and effectively to every challenge.
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Most Helpful Customer Reviews
7 of 7 people found the following review helpful
Format:Paperback
Not to decide is to decide.
Like goal setting decision making and problem solving strategies will take you a long way.
He starts by telling you how the mind functions
Chapter 2 Covers the art of effective decision making. Most people don't do enough thinking. YOu obviously have to define the objective, collect relevant information and generate feasible options.
Once you have done that you make the decision.
Most organisations I have worked for end up not making decisions because they claim that they don't have enough relevant information. They then put off making the decision because " they might make a mistake". Not only that they have seen it all before and everyone who was tried it has failed.
There are also entrenched views and we have always done it that way. They don't notice that whole swathes of the business or profession have gone bust following old ways of working. They don't seem to link these facts with themselves.
They would much rather whither away and go bust over a period of time rather than try something new.
They don't see that by making no decisions they are making a decision and no amount of information gathering is going to avoid a mistake.
Chapter 3 Is sharing decisions with others. He discusses the role of leader again this has been lacking in the organisations I have been in. They usually see their role as leader a someone who gives orders that usually conflict with their own personal behaviour.
They don't seem to see the ridiculousness of urging others to do the work they they clear off early.He gives the functions of a leader as defining the tasks, planning, briefing, controlling, evaluating. motivating, organising and providing an example.
The last one is the hardest.It means working harder than the staff and being better than them that takes application. So few leaders have that skill.
They fall down by passing the buck, taking no responsibility and doing as little as possible whilst taking all the advantages of being the boss. This does not instill any confidence in the staff.
People always remember the bad decision and pass over the good ones. we dwell on them and claim our good decisions were because we were intelligent , hardworking etc. perhaps we should take both are good and bad decisions in our stride and just keep mooing on.
It is a short book but it is dense with ideas.It is only ninety pages but there is alot in it.
Like goal setting decision making and problem solving strategies will take you a long way.
He starts by telling you how the mind functions
Chapter 2 Covers the art of effective decision making. Most people don't do enough thinking. YOu obviously have to define the objective, collect relevant information and generate feasible options.
Once you have done that you make the decision.
Most organisations I have worked for end up not making decisions because they claim that they don't have enough relevant information. They then put off making the decision because " they might make a mistake". Not only that they have seen it all before and everyone who was tried it has failed.
There are also entrenched views and we have always done it that way. They don't notice that whole swathes of the business or profession have gone bust following old ways of working. They don't seem to link these facts with themselves.
They would much rather whither away and go bust over a period of time rather than try something new.
They don't see that by making no decisions they are making a decision and no amount of information gathering is going to avoid a mistake.
Chapter 3 Is sharing decisions with others. He discusses the role of leader again this has been lacking in the organisations I have been in. They usually see their role as leader a someone who gives orders that usually conflict with their own personal behaviour.
They don't seem to see the ridiculousness of urging others to do the work they they clear off early.He gives the functions of a leader as defining the tasks, planning, briefing, controlling, evaluating. motivating, organising and providing an example.
The last one is the hardest.It means working harder than the staff and being better than them that takes application. So few leaders have that skill.
They fall down by passing the buck, taking no responsibility and doing as little as possible whilst taking all the advantages of being the boss. This does not instill any confidence in the staff.
People always remember the bad decision and pass over the good ones. we dwell on them and claim our good decisions were because we were intelligent , hardworking etc. perhaps we should take both are good and bad decisions in our stride and just keep mooing on.
It is a short book but it is dense with ideas.It is only ninety pages but there is alot in it.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
4 reviews
1 of 1 people found the following review helpful
Decision Making and Problem Solving
15 Dec 2010
Format:Paperback|Amazon Verified Purchase
Mr. Adair appears to be very knowledgeable in this area, but I found this book to be a too elementary. The strategies he suggests were very broad concepts that you could find in any book on this subject. What I liked about it was the section that he added to the end of each chapter titled "Key Concepts"; these helped me understand his important points.
Too basic
2 April 2012
Format:Paperback
This is an awfully basic book. If you've read at least 2 or 3 books on decision making, you'll almost surely find nothing new or useful on this one. And if you've never read anything on the subject, you're probably better off reading the Harvard Business Review publications on Decision Making. Spare your time and money and avoid this one.
Outside the Box
17 Jun 2011
Format:Paperback
In 1969, John Adair wrote the book, Training for Decisions, which had a problem involving connecting a box made up of nine dots with just four lines. The solution to this problem coined the phrase, "Thinking outside the box."
I love to solve problems. That's one reason I got into computer programming. This book helped shine light on a bad habit I have with problem solving. I try to solve the problem before I understand it. The book gave practical steps towards understanding a problem, but it warns about Information Overload. There's a fine line between "He who hesitates is lost," and "Look before you leap."
This book confirmed my belief in Hammock Driven Development. It's the idea that we need to sleep on complex problems. Doing this gives our "Depth Mind" or subconscious a chance to solve it. When you get stuck, let it go. "A problem is a solution in disguise."
I love to solve problems. That's one reason I got into computer programming. This book helped shine light on a bad habit I have with problem solving. I try to solve the problem before I understand it. The book gave practical steps towards understanding a problem, but it warns about Information Overload. There's a fine line between "He who hesitates is lost," and "Look before you leap."
This book confirmed my belief in Hammock Driven Development. It's the idea that we need to sleep on complex problems. Doing this gives our "Depth Mind" or subconscious a chance to solve it. When you get stuck, let it go. "A problem is a solution in disguise."
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