How To Frame Your Problems For Maximum Effectiveness

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The course on How to Frame Your Problems for Maximum Effectiveness focuses on the following topics:Identifying and researching a problem - To effectively frame a problem, you must first identify it. That is, you have to investigate and clearly define both its contents and its boundaries.Managing problem assumptions - Most people take certain aspects of a business problem for granted and fail to question them. The scope of the problem and the likelihood of finding a solution are but two examples. In this course, you'll learn to uncover your problem assumptions so they don't lead you astray.Getting to the root of a problem - Business problems, even simple ones, almost always have more than one contributing cause. In this course, you'll learn valuable techniques to isolate and frame those causes so you can focus your problem-solving attention on issues that lead directly to powerful solutions.Using dynamic problem-framing techniques - Achieving an accurate problem frame doesn't happen automatically; you need to proactively employ effective strats to do so. In this course, you'll discover how to put those techniques into action.In this course, you'll learn how to effectively frame a problem by: being fully prepared for the framing process, examining your assumptions, analyzing the cause of business problems, and employing powerful techniques to effectively frame your business problems.That's it! Now, go ahead and push that "Take this course" button and see you on the inside!

Overview

Section 1: Problem Framing

Lecture 1 Course Overview

Lecture 2 Program Overview (1)

Lecture 3 Program Overview (2)

Lecture 4 Course Guidelines

Lecture 5 FAQs

Lecture 6 Gaining an Overview Perspective

Lecture 7 Identifying the Problem

Lecture 8 Gathering Information

Lecture 9 Assessing an Expert's Expertise (1)

Lecture 10 Assessing an Expert's Expertise (2)

Lecture 11 Dealing with Problem Assumptions

Lecture 12 Validating Assumptions

Lecture 13 Uncovering Team Assumptions

Lecture 14 Choosing Objectives

Lecture 15 Getting to the Root of the Problem

Lecture 16 Sorting It Out (1)

Lecture 17 Sorting It Out (2)

Lecture 18 Causal Flow Analysis

Lecture 19 Using Dynamic Problem-framing Techniques

Lecture 20 Fishbone Diagrams (1)

Lecture 21 Fishbone Diagrams (2)

Lecture 22 Deviation Analysis (1)

Lecture 23 Deviation Analysis (2)

Lecture 24 Problem-redefinition Strats

Lecture 25 Assessing an Expert's Expertise

Lecture 26 Redefining a Business Problem

Lecture 27 Fishbone Diagram

Lecture 28 Identifying Problems

Lecture 29 Reliable Information Sources

Lecture 30 Checking an Expert's Credibility

Lecture 31 Validating Assumptions

Lecture 32 Choosing Objectives

Lecture 33 Finding Problem Sources

Lecture 34 Perfog Causal Flow Analyses

Lecture 35 Making Fishbone Diagrams

Lecture 36 Perfog Deviation Analyses

Lecture 37 Problem Re-definition Strats

Lecture 38 Problem Framing

Executives, managers, supervisors, team leaders, and other business professionals who want to enhance their ability to solve business problems and make effective personal and organizational decisions

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