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Thinking Problems

:
1.Facts compensate for lack of gut instinct.Facts bridge the credibility gap.You
must not fear the facts.Hunt for them,use them,but don't fear them.
2.MECE (Mutually exclusive collectively exhaustive).
3.Overlap represents muddled thinking by the writer and leads to confusion for t
he reader.
4.Once you have a list in which all the items are separte and distinct (i.e. mut
ually exclusive),you have to check that it also includes every issue or item rel
evant to the problem (i.e. collectively exhaustive).
5.Defining,generating and testing the initial hyposthesis.
6.Facts are not enough.You have to apply structure to them.
7.Issue tree.
8.Issues, drivers and recommendable actions.
9.If all you have a hammer every problem looks like a nail.
10.How does the new information fits your initial hypothesis.
11.Know your client.Know the organization's strength and weaknesses,and capabili
ties what management can and cannot do.Tailor your solutions with these factors
in mind.
12.When academic ideals meet busines reality, business reality usually wins.
13.Put together enough facts,combine them with some creative thinking,and you wi
ll come up with a solution.
14.Sometimes change mangement means changing management.
15.When you face political opposition it usually means that your solution has ne
gative implications for someone in the organization. so politics is just people
acting in their own interests.
16.Remeber that politics is the art of possible, and it's no good devising the i
deal solution if the client refuses to accept it.
17.Don't boil the ocean, don't try to analyze everything.Figure out your priorit
ies.
18.Know your solution, explain it clearly in 30 seconds.
19. Don't wait ! solving only a part of the problem can still mean increased pro
fits.
20.You may use it or you may not, but once you have crystallized it on the page,
you won't forget it.
21.Just do what you were supposed to do and get it right.
22. You are only as good as your last study. iy you have one "bad" engagement, a
ll your hard work doesn't matters.

Whatever you are doing chances are someone somewhere has done something simila r.Adopt the columbo tactic. b.they make for a better result.Admitting is less costly than bluffing. 11.Filtering and Analyzing data.Learn from others successes and mistakes. 24. many hands don't just make light work. 16. 8. 4. c.Paraphrase.Gathering.Just be there. 5. d. "Fact Pack" .Leverage your valuable time and don't reinvent the wheel! 9.An interview will start with genral questions and move on to specific ones. f. e. 12.Defining your purpose will help you put your questions in the right order and phrase them correctly.there's always somebod y better.Use the indirect approach.Paraphrase.Old saying that no matter how good you are at something.23. 3. Have the interviewee's boss set up the meeting.Chip away I have no idea with pointed questions.You need the information in someone else's head. 14. 6.Make sure that right people know the firm is there. Interview in pairs. 7.and make sure the right peopple know who you are.Consultants are there to listen and not to talk. 7 tips for successfull interviews: a.If your boss looks good you look good. Make sure that everyone on the team knows what you know.Paraphrase.What goes around comes around. 13.Don't bite off more than you can chew.Don't ask for too much. 10. The cardinal problem of brainstorming is that you cannot do it successfully in a vacuum. Sometimes a little politeness goes a long way. 15.In the face of complexity. --Solving business problems: 1. don't lead. 2.Listen. g. at the right time.

from the board on down.Know when you can call and when you can't 26. 21. -Selling Solutions 19. 28.tell them what you told t hem. 20.but find new ways of looking at them. c.Effective message: a. learn what you need to have with you on the road. A presentation reflects the thinking of the person or team that put it toget her.Tell them what you are going to tell them.Bring facts you know.17. 22. 25.Must sell your solution to every level of the organization. 24. c. There are no dumb questions-Never discount the benefits of working through se emingly obvious or simple questions.Brevity b.at such a level of detail and clarity that a fool can understand it. 23.Don't invest a lot of ego in your hypothesis . Be prepared to kill your babies. There are no bad ideas. 18.apply it to your pres entation. b.One message per chart.Thoroughness. State what needs to be done. -Surviving at Mckinsey 30. pack light.rather than wha .and when it needs to be done by. don't come to the meeting prepared to die in a ditch defending.Structure.You must get acceptance for your solution from everyone in the organization t hat it affects. 27. Know when to say when.If your solution is truly effective. 29.What ever structure you applied to your thought process. Get it down on paper.tell them. d.Brainstorming: a.Don't let the best be the enemy of the good. e. the client organization will claim it fo r it's own.

excite. Make one day a week off limits."Attract.t you think you need. .Don't take work home. 32.Plan ahead.motivate and retain exceptional people". 33. 31.develop. It's easier to be friendly than frustrated.