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Donna D. Mitroff received her PhD in Education and a Master's in Special Education from the University of Pittsburgh and is currently the president and founder of the children's media consulting group, Mitroff Associates. Donna has served as president of Mediascope (an entertainment industry näytä lisää non-profit), senior VP at Fox Family Worldwide, and VP of WQED West. Ian I. Mitroff is an emeritus professor from the University of Southern California. Currently, he is an adjunct professor in the College of Environmental Design, and a senior research associate at the Center for Catastrophic Risk Management, Haas School of Business, all at the University of California Berkeley. In addition to teaching, he is president of Mitroff Crisis Management, a consulting group that offers an integrated approach to Crisis Management. näytä vähemmän

Sisältää nimet: Ian Mitroff, Ian I. Mitroff -

Tekijän teokset

Cómo gestionar una crisis (1993) 6 kappaletta

Merkitty avainsanalla

Yleistieto

Syntymäaika
1938
Sukupuoli
male
Kansalaisuus
USA

Jäseniä

Kirja-arvosteluja

Part 1 The Foundation for Smart Thinking
1 The Critical Need for Critical Thinking
2 The Error of the third Kind: Solving the Wrong Problem Precisely
Part 2 How to Solve the Right Problems
3 Picking the Right Stakeholders
4 Expanding Your Options
5 Phrasing Problems Correctly
6 Expanding the Boundaries of Problems
7 Managing the Paradoxes Inherent in Problems
Part 3 Systems Thinking for the systems Age
8 Managing Problems from Multiple Perspectives
9 Developing New Ways of Thinking Systematically
Notes
Index
About the Author
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Pg 5: Breaking the Tyrany of Fads
Pg 5: Smart Thinking: The Only True and Lasting Competitive Edge
Pg 8: The decision to grant the teenager's wish is a tragic, but classic, example of the failure to think critically. The result is almost always the same: solving the wrong problem.
Pg 9: Tough Questions that Challange Assumptions
- What business(es) are we in?
- What business(es) should we be in?
- What is our mission?
- What should our mission be?
- Who are our prime customers?
- Who should our customers be?
- How should we react to a major crisis, especially if we are, or are perceived to be, at fault?
- How will the outside world perceive our actions?
- Will others perceive the situation as we do?
- Are our products and services ethical?
Pg 10: The Four Steps of the Problem-solving Process
1. Acknowledging or recognizing the existence of a problem.
2. Formulating the problem.
3. Deriving the solution to the problem.
4. Implementing the solution
"Because problem formulation has generally been neglected, which accounts for our relative ignorance of it, this book focuses almost exclusively on that step of the process. In contrast, the current educational system places extreme emphasis on the third step, deriving the correct solution to a given or preformulated problem -- what I call an exercise."
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Somewhere in there is the formulation of the most appropriate question or problem to address. Solving the first or the second or even the their question with a wonderful solution won't provide the most desirable result, and indeed, might have undesirable side effects.
11/23/2006
Ch 2: With incompatible assumptions that great looking plan might have only a scant chance of success. (Example: Kennedy's Bay of Pigs invasion)
Ch 3: Picking the wrong stakeholders often leads to type 3 errors. Consider all of the stakeholders. It is dangerous to assume that other stakeholders will agree that the perceived value overrides the negative's of the possible solution.
Chapter 5 conclusion
... the words of Thomas Moore (1779 - 1852)
In recent decades our language has become brittle and abstract. we use abbreviations as though they were words, we use a common jargon for our subtle emotional experiences, and we prefer tables, graphs, numbers, and step-by-step procedures over lengthy reflection. all of this is the result of the spirit of the times. but the soul takes in things slowly and piecemeal, savoring the details and the qualities of expression. A good phrase may inspire meditation for many years, and a good tune may stay with us for a lifetime.
It makes a difference what kind of language we use to express our feelings and thoughts. some words are more evocative than others, some fresher than those that immediately come to mind. choosing the right word may make all the difference, and that choice requires art. (p77) (Thomas Moore, The Education of the Heart; NY Harper Collins, 1996)

... E3: it is rooted firmly in denial. ... Denial is never content with one justification; if it were, it would not be denial. Denial always works by overkill. At some level, the mind of a single individual, or the collective mind of an institution, always knows that what is being defended is patently false. (p 146)

"... thus, Churchman and I would reword (William) James's ideas as follows:"
"The truth of a scientific finding (fact), or an idea, is not a static property inherent in it. Truth happens as a result of the ethical management of human affairs. It becomes true, is discovered, and made true by ethical action. It's verity is in fact a series of ethical actions, a process: the process of its ethical implementation. Its validity is gained through what may generally be called "the management of truth." " (p148)
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