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on 2 August 2014
If you're responsible for team management, or the management of highly charged creative people, this is a must for you. It's full of practical examples of eminent good sense and is a fountain of wit and wisdom when you're trying to marshall your forces, or balance your team's strengths and behaviours. As a team leader, I find it indispensable. It's about simple things persistently done well and reading the signs that can make things work better, or succeed with more certainty and more clarity.
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on 26 June 2014
Although I like the book, there's some printing aspects that make it terrible. Could you have a smaller font? Why do you have massive blocks of highlights in the text "a la newspaper". Is this for people skimming the book? Doesn't make sense.
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on 27 August 2014
had to read this for uni and it was very interesting
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on 4 November 2017
Excellent read
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on 27 November 2017
Great book, loved every page
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on 18 May 2014
This book is really well written and is divided into really manageable and easy to remember chapters (or faces!). Good quality writing from a very innovative team of people.
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on 3 April 2015
Very clever and thought provoking.
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on 21 February 2014
It is a useful book for beginner innovators, explains all critic personas in detail. Highly recommended who wants to learn more thing about innovation
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on 6 May 2013
This book is essential for anyone who wants to do more than just the minimum. This offers a very valuable window into the workings of one of the most creative companies in the world.
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on 20 April 2007
Welcome to an enjoyable, easy read - which is not to dismiss Tom Kelley's fine ideas. With the aid of Jonathan Littman, Kelley works throughout this book to show how innovation can be much more painless than most people think, and more fun. Kelley makes thinking collaboratively sound like a blast. In the process, he convinces you that your organization should nurture and cherish playing with ideas. Although he admits that his consulting company, IDEO, found itself grinding along on tedious projects at times, and that he has watched people shoot down perfectly good suggestions, his underlying message is one of open possibility. He presents 10 roles you can play during meetings, any one of which would be enough to add considerable value. By showing that these roles are temporary, he sends the message that if you want to stay competitive, you can change, and even must. As he examines everything from product names to rules governing how workers decorate their cubicles, Kelley demonstrates the many opportunities you have to create something new. The cost is often little or nothing; sometimes innovation simply means getting out of your employees' way. We recommend this book to managers who wish to break old patterns and encourage creative thought companywide.
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