The Decision Book: Fifty Models for Strategic Thinking (Fully Revised Edition)

Green hat: creative, associative thinking, new ideas, brainstorming, constructive. • Blue hat: structured thinking, process overview, the big picture.

Reach a consensus. A consensus is based on a new solution that has been developed by both parties. In contrast to a compromise, it is a win–win situation for both parties, because nobody has to back down. Instead, both parties develop a “third way” together.

‘“early adopters’.” They were the opinion leaders in the communities, respected people who observed the experiments of the innovators and then joined them. They were followed at the end of the 1930s by the “skeptical masses,” those who would never change anything before it had been tried out by the successful farmers.

The amount that we simply have to believe, without understanding it, is increasing all the time. As a result, we tend to assign more importance to those who can explain something than to their actual explanation.

But if you have the feeling that your standards can never be met, ask yourself: What would you lose if you lowered your expectations?

This team model will help you to judge your team. Begin by defining the skills, expertise and resources that you think are important for carrying out the project. Note the skills that are absolutely necessary for the job. Distinguish between soft skills (e.g., loyalty, motivation, reliability) and hard skills (e.g., computer, business and knowledge

Good and fast is expensive. • Fast and cheap is bad. • Good and cheap is slow.

We are increasingly surrounded by “black boxes,” complex constructs that we do not understand even if they are explained to us.

tipping point: if your expectations exceed a critical point, disappointment is inevitable, because whatever you are dreaming of becomes unattainable.

It rises, gradually at first, then reaches the critical point of any newly launched product, when many products fail.