od 5,71 zł w Klubie Mola Książkowego
Most individuals were never formally taught thinking skills and, as a result, are using processes that were developed during childhood to reach decisions and solve problems. Thus, in an era of knowledge explosion, organizational performance accountability, and rapid change caused by technology, leaders and managers are trying to succeed using thinking patterns developed before they were twelve years old. Power Thinking offers leaders the information they need to evaluate their current thinking proficiencies, determine areas for improvement, and enhance their thinking skills. The book includes the Yale Assessment of Thinking, a standardized assessment measure that enables readers to determine their abilities in the cognitive domains found to be crucial to being an outstanding leader.
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Very few people are formally taught how to think. Instead, most managers and leaders try and get by on the patterns and habits of thinking which were acquired by chance in child-hood. A better approach is to analyze and then systematically improve how you actually think.
"Power thinking" is the science and art of becoming better at thinking. Power thinkers are highly adept and competent in three major thinking domains:
1. Reasoning──the ability to think before acting.
2. Insight──harnessing instincts to develop superior ideas.
3. Self-knowledge──clearly-defined attitudes and beliefs.
By improving the quality of your thinking habits in each domain, you can become better at making decisions, solving problems and acting creatively. Quite simply, enhancing the efficiency of your thinking skills will help you become a better manager and business leader, and may form the foundation for a sustainable competitive advantage, both for you personally and for any organization you work for.
Reasoning is located in your conscious mind. This is where your mind reaches decisions and solves problems after a considerable amount of thought. Power thinkers are highly skilled at employing exceptional levels of reasoning. They use four internal processes to generate high quality thoughts and then take four external actions as a consequence of their decisions.
The four internal reasoning processes which power thinkers are highly proficient at are:
Arbitrators facilitate a negotiation and resolve conflicts through dialogue rather than by exercising authority. A good arbitrator will have the ability to cope with conflicting points-of-view, operate under pressure, demonstrate discretion and integrity, and be fair-minded about developing a solution. When power thinkers are presented with a new idea, they don't dismiss it immediately. Instead, they act like an arbitrator. They analyze the pros and cons of the new idea. Their objective is to do what's best for the individual or the organization, rather than to reward friends and punish enemies. Power thinkers always look at new ideas objectively with a view towards improving the quality of the first idea which comes to mind.
To become more of a fair minded arbitrator:
■ Avoid rushing to judgement when hearing a new idea──by first making an attempt to rephrase the idea put to you in your own words. This will show whether you really understand it first.
■ Observe the other person's body language──and seek more information if what they say conflicts with how they say it.
■ Discard your own personal biases──and be willing to explore a new idea from many different directions and points-of-view.
Unconstricted thinkers have no self-imposed restrictions. They don't let prior knowledge or experience become an impediment to effective decision making. Power thinkers try and look at each new idea on its own merits rather than through the lens of their previous experience base.
To become more of an unconstricted thinker:
■ Avoid black-and-white thinking──and acknowledge that in the real world, there is usually more ambiguity than you'd like. Get comfortable with the gray areas embedded in each new idea.
■ Identify when you're using stereotypical thinking──and look at each new decision as one-off and unique rather than more of the same.
■ If possible, field-test segments of your decisions first──and employ a good decision-making strategy which works for you, like weighted characteristics（described later）.
■ Plan and prioritize carefully and deliberately──so you make the important decisions first rather than making decisions which are expedient to get someone off your back. Many unconstricted thinkers even go so far as to make appointments with themselves to reach important decisions ensuring that trivial matters don't take up too much time.
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