Solving Tough Problems
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"Kahane has written a brave and powerful book. He argues convincingly that winning solutions are found by listening, not by telling. Leadership is important, but the best leaders are good listeners. I have worked with him and he is right. Simply put: it works!" - Len Lindegren, former Global Strategy Leader, PricewaterhouseCoopers "There are no magical solutions here. This is not another "how-to" book. Instead, Kahane provides us with the very personal story of how he grew from a young expert convinced of the need to provide the "correct" answers, to an effective facilitator of positive change - by learning how to create environments that enable new ideas and creative solutions to emerge. This book explores the connection between individual learning and institutional change, and how leaders can move beyond politeness and formal statements, beyond routine debate and the defense of their positions, towards deeper and more generative dialogue. It should be read by anyone who is concerned with the quality of decision-making in today's democracies." - Elena Martinez, Assistant Secretary General, United Nations"
--This text refers to an out of print or unavailable edition of this title.
Product Description
Adam Kahane spent years working in the world's hotspots, and came away with a new understanding of how to resolve conflict in a way that seems reasonable - and doable - to all parties. The result is Solving Tough Problems. Written in a relaxed, persuasive style, this is not a "how-to" book with glib answers, but rather, a very personal story of the author's progress from a young "expert" convinced of the need to provide cold, "correct" answers to an effective facilitator of positive change - by learning how to create environments that enable new ideas and creative solutions to emerge. The book explores the connection between individual learning and institutional change, and how leaders can move beyond politeness and formal statements, beyond routine debate and defensiveness, toward deeper and more productive dialogue. Both tough and inspiring, the book explores models, technologies, and examples that foster and facilitate "dialogues of the heart."
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Most Helpful Customer Reviews
20 of 20 people found the following review helpful
Format:Hardcover
This guy works with Joseph Jaworski, who established the American Leadership Forum and is author of "Synchronicity:the inner path of leadership", one of my "top 10" books.
Kahane describes how he worked with major Governments and leaders to attempt to resolve some of the toughest conflicts in the world: South Africa, Paraguay, Basques, Guatemala, Columbia and Argentina. I was interested to read about his relative failure in some places (notably with the Basques) and success in others (notably South Africa and Argentina).
He describes problems being tough because they are complex across three dimensions: dynamic complexity, generative complexity and social complexity.
Dynamic complexity arises if the cause and effect are far apart in terms of space and time. Generative complexity is high when the future is unfamiliar and unpredictable. Social complexity is high when those involved do not share the same assumptions, values, rationales and objectives.
He concludes that two components are required to make progress: the ability to talk and the ability to listen.
In his experience of trying to resolve some of the fundamental issues in Canada, for example, he found that the parties weren't really talking - just being polite with each other and not opening up. In the case of the Basques, they weren't truly listening and empathising with each other.
However, in Argentina, not only were they talking - but they were also truly listening: and in the aftermath of the country's collapse in 2001, remarkable progress was made (in the reform of the judiciary) through the dialogue that he initiated.
However, his definition of talking and listening goes beyond what we may think of. He describes 4 different ways of talking and listening:
The first way is "downloading": saying what we always say and not listening at all.
The second way of listening is debating: listening fairly and objectively.
The third way is talking and listening with empathy, subjectively, from the heart: reflective dialogue.
The fourth way, is "generative dialogue", wherein there is a "communion" between those involved to truly understand that they are radically connected.
Some very useful learning, in my opinion.
Kahane describes how he worked with major Governments and leaders to attempt to resolve some of the toughest conflicts in the world: South Africa, Paraguay, Basques, Guatemala, Columbia and Argentina. I was interested to read about his relative failure in some places (notably with the Basques) and success in others (notably South Africa and Argentina).
He describes problems being tough because they are complex across three dimensions: dynamic complexity, generative complexity and social complexity.
Dynamic complexity arises if the cause and effect are far apart in terms of space and time. Generative complexity is high when the future is unfamiliar and unpredictable. Social complexity is high when those involved do not share the same assumptions, values, rationales and objectives.
He concludes that two components are required to make progress: the ability to talk and the ability to listen.
In his experience of trying to resolve some of the fundamental issues in Canada, for example, he found that the parties weren't really talking - just being polite with each other and not opening up. In the case of the Basques, they weren't truly listening and empathising with each other.
However, in Argentina, not only were they talking - but they were also truly listening: and in the aftermath of the country's collapse in 2001, remarkable progress was made (in the reform of the judiciary) through the dialogue that he initiated.
However, his definition of talking and listening goes beyond what we may think of. He describes 4 different ways of talking and listening:
The first way is "downloading": saying what we always say and not listening at all.
The second way of listening is debating: listening fairly and objectively.
The third way is talking and listening with empathy, subjectively, from the heart: reflective dialogue.
The fourth way, is "generative dialogue", wherein there is a "communion" between those involved to truly understand that they are radically connected.
Some very useful learning, in my opinion.
17 of 18 people found the following review helpful
Format:Hardcover
This is a very unusual business strategy book on an esoteric topic: solving complex problems with scenario planning and analysis. Author Adam Kahane also discusses how change occurs in complicated social systems. Kahane, a conflict resolution consultant, shares a pivotal skill he learned at his former jobs with Royal Dutch/Shell and Pacific Gas & Electric. He learned how to address tangled problems with scenario analysis. He tried and, as his case histories testify, did not often succeed - to solve daunting problems in intractably troubled places, such as Paraguay, Colombia, South Africa and the Middle East. He admits his approach does not always work, though he has rare successes and frequent insights. Some of his strategy's separate steps, such as scenario planning and story telling, seem to function well on their own, but he has a tendency to de-link theory and practice. We recommend this unusual, instructive book to conflict managers, strategic planning executives and citizens who want to learn why profound national change must start at the individual level.
4 of 4 people found the following review helpful
Format:Paperback
I use this book all the time on courses - as an academic and consultant. Kahane links theory and practice beautifully. You can use the book to illustrate perspectives on complexity, dialogue, learning and spirituality whilst also demonstrating how these approaches are both hard-headed and very practical. I quote him extensively in my own book and sometimes read him just to get much needed inspiration and energy.
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