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Problem Solving and Root Cause Analysis
In order to make the right decisions or arrive at a good solution, we need to understand what is the real problem. We will examine the characteristics of the problems, and how to determine if we are focussing on the right issues. We will talk about assumptions and how we try to convince people when there is not enough data.
Find out more »Creativity and Brainstorming
Constraints in coming up with alternate solutions. Exercises in Creativity
Find out more »Creativity and Brainstorming
Constraints in coming up with alternate solutions. Exercises in Creativity.
Find out more »Formal Brainstorming techniques
We will do exercises in Reversal, SCAMPER, Morphological Analysis, Reframing, Concept Fans, Random Input, TRIZ, De Bono's 6 Thinking Hats
Find out more »Formal Brainstorming techniques
We will do exercises in Reversal, SCAMPER, Morphological Analysis, Reframing, Concept Fans, Random Input, TRIZ, De Bono's 6 Thinking Hats
Find out more »Decision Making Traps; Risk Analysis
We do not select the right solutions because we have biases. This seminar will describe these biases as well as understand how to set up risk mitigation. This will help in determining a viable solution.
Find out more »Strategic Thinking: Setting up a workable framework
Based on Dan Thomas's methodology, Strategic Thinking requires you to view the business from outside in. We first look at the business as a whole, and then focus on strategy, thereafter processes, followed by structure and then getting the right people. Changing this sequence is like taking short-cuts.
Find out more »Bias in Thinking
When we do not have enough data, our mind fills the gaps with imagined / assumed data. This lecture focusses on the various biases we have that create possibly incorrect data. For example, stereotyping is a bias which creates data about behaviour of people, which may not be true. We shall also be discussing Robert Cialdini and the theory of influence, where we deliberately create bias as a means to prevent people from thinking rationally
Find out more »Strategic Thinking: What is a ‘Good’ Business?
Is Business the same as a industry segment or sector. What is shareholder wealth? Is profits more important, or growth, or exit strategy / diversification? These questions will be answered in this session. as the CEO of your career, what is the definition of shareholder wealth? Do we look for growth prospects in a job, or salary or profile or a step to a different job. The participants would be encouraged to think strategically as a CEO.
Find out more »Bias in Thinking
When we do not have enough data, our mind fills the gaps with imagined / assumed data. This lecture focusses on the various biases we have that create possibly incorrect data. For example, stereotyping is a bias which creates data about behaviour of people, which may not be true. We shall also be discussing Robert Cialdini and the theory of influence, where we deliberately create bias as a means to prevent people from thinking rationally
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