The Slow Fix: Solve Problems, Work Smarter and Live Better in a Fast World
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Оглавление
Carl Honore. The Slow Fix: Solve Problems, Work Smarter and Live Better in a Fast World
Contents
INTRODUCTION. Pulling the Andon Rope
CHAPTER ONE. Why the Quick Fix?
CHAPTER TWO. CONFESS: The Magic of Mistakes and the Mea Culpa
CHAPTER THREE. THINK HARD: Reculer Pour Mieux Sauter
CHAPTER FOUR. THINK HOLISTIC: Joining the Dots
CHAPTER FIVE. THINK LONG: Tackling Tomorrow Today
CHAPTER SIX. THINK SMALL: Devil in the Details
CHAPTER SEVEN. PREPARE: Ready for Anything
CHAPTER EIGHT. COLLABORATE: Two Heads Are Better Than One
CHAPTER NINE. CROWDSOURCE: The Wisdom of the Masses
CHAPTER TEN. CATALYSE: First among Equals
CHAPTER ELEVEN. DEVOLVE: Self-Help (in a Good Way)
CHAPTER TWELVE. FEEL: Twiddling the Emotional Thermostat
CHAPTER THIRTEEN. PLAY: Solving Problems One Game at a Time
CHAPTER FOURTEEN. EVOLVE: Are We There Yet?
CONCLUSION. Slow Fixing the Future
Notes. Introduction: Pulling the Andon Rope
Chapter 1 – Why the Quick Fix?
Chapter 2 – Confess: The Magic of Mistakes and the Mea Culpa
Chapter 3 – Think Hard: Reculer Pour Mieux Sauter
Chapter 4 – Think Holistic: Joining the Dots
Chapter 5 – Think Long: Tackling Tomorrow Today
Chapter 6 – Think Small: Devil in the Details
Chapter 7 – Prepare: Ready for Anything
Chapter 8 – Collaborate: Two Heads Are Better Than One
Chapter 9 – Crowdsource: The Wisdom of the Masses
Chapter 10 – Catalyse: First among Equals
Chapter 11 – Devolve: Self-Help (in a Good Way)
Chapter 12 – Feel: Twiddling the Emotional Thermostat
Chapter 13 – Play: Solving Problems One Game at a Time
Chapter 14 – Evolve: Are We There Yet?
Conclusion: Slow Fixing the Future
Resource List
Acknowledgements
Copyright
About the Publisher
Отрывок из книги
Cover
Title Page
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Result: a recall of more than 10 million faulty vehicles that shredded the firm’s reputation, wiped out billions of dollars in revenue and unleashed a barrage of lawsuits. In 2010 Akio Toyoda, the company’s chastened president, explained to the US Congress how Toyota fell from grace: ‘We pursued growth over the speed at which we were able to develop our people and our organisation.’ Translation: we stopped pulling the Andon rope and fell for the quick fix.
You see the same folly in professional sports. When a team hits a slump, and the clamour for a turnaround reaches fever pitch in the stands and the media, owners reach for the oldest fix in the playbook: fire the coach and hire a new one. As the world has grown more impatient, the scramble for results on the field has turned more frantic. Since 1992 the average tenure of a manager in professional football in England has fallen from 3.5 years to 1.5 years. In the lower leagues six months to a year is now the norm. Yet turning management into a revolving door is a bad way to run a team. Academic research shows that most new managers deliver no more than a short honeymoon period of better results. After a dozen games the team’s performance is usually the same, or worse, than it was before the regime change. Just like a weight-watcher piling the pounds back on after a crash diet.
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