Process Problems: Hidden Treasures, Part II

By: Randy Cook and Allison Jenkins, McKinsey & Company

Most of the leaders we meet pride themselves on their problem-solving ability. But when we watch how they work, we often see them behaving instinctively rather than following a rigorous problem-solving approach. All too often they fail to define the real problem, rely on instinct rather than facts, and jump to conclusions rather than stepping back and asking questions. They fall into the trap of confusing decisiveness with problem solving and rush into action instead of taking time to reflect.

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