problem solving in business and management hard soft and creative approaches

Problem Solving in Business and Management

Hard, soft and creative approaches

• © 1991
• Michael J. Hicks 0

Thames Valley College of Higher Education, UK

You can also search for this author in PubMed   Google Scholar

3571 Accesses

25 Citations

This is a preview of subscription content, log in via an institution to check access.

Access this book

• Available as EPUB and PDF
• Read on any device
• Instant download
• Own it forever
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Other ways to access

Licence this eBook for your library

Institutional subscriptions

Table of contents (15 chapters)

Front matter, problems, problems, problems.

Michael J. Hicks

Resolving problems

Decisions, decisions, where has all our creativity gone, working in groups, brainstorming, introduction to logical thinking, structured opportunity searches, the ‘common-sense’ (rational) approach, a system by any other name, soft systems thinking, really complicated problems, coping with change, appendices: possible solutions to selected exercises, back matter.

• problem solving

Authors and Affiliations

Bibliographic information.

Book Title : Problem Solving in Business and Management

Book Subtitle : Hard, soft and creative approaches

Authors : Michael J. Hicks

DOI : https://doi.org/10.1007/978-1-4899-7148-7

Publisher : Springer New York, NY

eBook Packages : Springer Book Archive

Copyright Information : Michael J. Hicks 1991

Softcover ISBN : 978-0-412-37490-6 Published: 01 January 1991

eBook ISBN : 978-1-4899-7148-7 Published: 27 November 2013

Edition Number : 1

Number of Pages : XIX, 327

Number of Illustrations : 2 b/w illustrations

Topics : Business Strategy/Leadership

• Publish with us

Policies and ethics

• Find a journal
• Track your research

We will keep fighting for all libraries - stand with us!

Internet Archive Audio

• This Just In
• Grateful Dead
• Old Time Radio
• 78 RPMs and Cylinder Recordings
• Audio Books & Poetry
• Computers, Technology and Science
• Music, Arts & Culture
• News & Public Affairs
• Spirituality & Religion
• Radio News Archive

• Flickr Commons
• Occupy Wall Street Flickr
• NASA Images
• Solar System Collection
• Ames Research Center

• All Software
• Old School Emulation
• MS-DOS Games
• Historical Software
• Classic PC Games
• Software Library
• Kodi Archive and Support File
• Vintage Software
• CD-ROM Software
• CD-ROM Software Library
• Software Sites
• Tucows Software Library
• Shareware CD-ROMs
• Software Capsules Compilation
• CD-ROM Images
• ZX Spectrum
• DOOM Level CD

• Smithsonian Libraries
• FEDLINK (US)
• Lincoln Collection
• American Libraries
• Canadian Libraries
• Universal Library
• Project Gutenberg
• Children's Library
• Biodiversity Heritage Library
• Books by Language
• Additional Collections

• Prelinger Archives
• Democracy Now!
• Occupy Wall Street
• TV NSA Clip Library
• Animation & Cartoons
• Arts & Music
• Computers & Technology
• Cultural & Academic Films
• Ephemeral Films
• Sports Videos
• Videogame Videos
• Youth Media

Search the history of over 866 billion web pages on the Internet.

Mobile Apps

• Wayback Machine (iOS)
• Wayback Machine (Android)

Browser Extensions

Archive-it subscription.

• Explore the Collections
• Build Collections

Save Page Now

Capture a web page as it appears now for use as a trusted citation in the future.

Please enter a valid web address

• Donate Donate icon An illustration of a heart shape

Problem solving in business and management : hard, soft and creative approaches

Bookreader item preview, share or embed this item, flag this item for.

• Graphic Violence
• Explicit Sexual Content
• Hate Speech
• Misinformation/Disinformation
• Marketing/Phishing/Advertising
• Misleading/Inaccurate/Missing Metadata

plus-circle Add Review comment Reviews

20 Previews

Better World Books

DOWNLOAD OPTIONS

No suitable files to display here.

EPUB and PDF access not available for this item.

IN COLLECTIONS

Uploaded by station44.cebu on September 9, 2020

SIMILAR ITEMS (based on metadata)

Problem Solving in Business and Management: Hard, soft and creative approaches

About this ebook, rate this ebook, reading information, more by michael j. hicks.

Similar ebooks

• Business, Finance & Law
• Management Skills

Your Amazon Prime 30-day FREE trial includes:

Unlimited Premium Delivery is available to Amazon Prime members. To join, select "Yes, I want a free trial with FREE Premium Delivery on this order." above the Add to Basket button and confirm your Amazon Prime free trial sign-up.

Important:  Your credit card will NOT be charged when you start your free trial or if you cancel during the trial period. If you're happy with Amazon Prime, do nothing. At the end of the free trial, you will be charged £95/year for Prime (annual) membership or £8.99/month for Prime (monthly) membership.

Buy new: .savingPriceOverride { color:#CC0C39!important; font-weight: 300!important; } .reinventMobileHeaderPrice { font-weight: 400; } #apex_offerDisplay_mobile_feature_div .reinventPriceSavingsPercentageMargin, #apex_offerDisplay_mobile_feature_div .reinventPricePriceToPayMargin { margin-right: 4px; } £44.99 £ 44 . 99 FREE delivery Sunday, 9 June Dispatches from: Amazon Sold by: Amazon

Return this item for free.

Free returns are available for the shipping address you chose. For a full refund with no deduction for return shipping, you can return the item for any reason in new and unused condition.

• Go to your orders and start the return
• Select the return method

Save with Used - Very Good .savingPriceOverride { color:#CC0C39!important; font-weight: 300!important; } .reinventMobileHeaderPrice { font-weight: 400; } #apex_offerDisplay_mobile_feature_div .reinventPriceSavingsPercentageMargin, #apex_offerDisplay_mobile_feature_div .reinventPricePriceToPayMargin { margin-right: 4px; } £3.77 £ 3 . 77 FREE delivery 11 - 15 June Dispatches from: awesome_books_001 Sold by: awesome_books_001

Download the free Kindle app and start reading Kindle books instantly on your smartphone, tablet or computer – no Kindle device required .

Read instantly on your browser with Kindle for Web.

Using your mobile phone camera - scan the code below and download the Kindle app.

Image Unavailable

• To view this video download Flash Player

Follow the author

Problem Solving in Business and Management: Hard, soft and creative approaches Paperback – Illustrated, 1 Jan. 1991

There is a newer edition of this item:.

Purchase options and add-ons

• ISBN-10 0412374900
• ISBN-13 978-0412374906
• Edition 1991st
• Publisher Springer
• Publication date 1 Jan. 1991
• Language English
• Dimensions 18.9 x 2.01 x 24.61 cm
• Print length 346 pages
• See all details

Product details

• Publisher ‏ : ‎ Springer; 1991st edition (1 Jan. 1991)
• Language ‏ : ‎ English
• Paperback ‏ : ‎ 346 pages
• ISBN-10 ‏ : ‎ 0412374900
• ISBN-13 ‏ : ‎ 978-0412374906
• Dimensions ‏ : ‎ 18.9 x 2.01 x 24.61 cm

About the author

Michael j. hicks.

Discover more of the author’s books, see similar authors, read author blogs and more

Customer reviews

Customer Reviews, including Product Star Ratings, help customers to learn more about the product and decide whether it is the right product for them.

To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyses reviews to verify trustworthiness.

No customer reviews

• UK Modern Slavery Statement
• Sustainability
• Amazon Science
• Sell on Amazon
• Sell on Amazon Business
• Sell on Amazon Handmade
• Sell on Amazon Launchpad
• Supply to Amazon
• Protect and build your brand
• Associates Programme
• Fulfilment by Amazon
• Seller Fulfilled Prime
• Advertise Your Products
• Independently Publish with Us
• Host an Amazon Hub
• › See More Make Money with Us
• Instalments by Barclays
• Amazon Platinum Mastercard
• Amazon Classic Mastercard
• Amazon Currency Converter
• Payment Methods Help
• Shop with Points
• Top Up Your Account
• Top Up Your Account in Store
• COVID-19 and Amazon
• Track Packages or View Orders
• Delivery Rates & Policies
• Amazon Prime
• Returns & Replacements
• Manage Your Content and Devices
• Recalls and Product Safety Alerts
• Amazon Mobile App
• Customer Service
• Accessibility
• Conditions of Use & Sale
• Privacy Notice
• Cookies Notice
• Interest-Based Ads Notice

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• AI Essentials for Business
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading Change and Organizational Renewal
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

What Is Creative Problem-Solving & Why Is It Important?

• 01 Feb 2022

One of the biggest hindrances to innovation is complacency—it can be more comfortable to do what you know than venture into the unknown. Business leaders can overcome this barrier by mobilizing creative team members and providing space to innovate.

There are several tools you can use to encourage creativity in the workplace. Creative problem-solving is one of them, which facilitates the development of innovative solutions to difficult problems.

Here’s an overview of creative problem-solving and why it’s important in business.

Access your free e-book today.

What Is Creative Problem-Solving?

Research is necessary when solving a problem. But there are situations where a problem’s specific cause is difficult to pinpoint. This can occur when there’s not enough time to narrow down the problem’s source or there are differing opinions about its root cause.

In such cases, you can use creative problem-solving , which allows you to explore potential solutions regardless of whether a problem has been defined.

Creative problem-solving is less structured than other innovation processes and encourages exploring open-ended solutions. It also focuses on developing new perspectives and fostering creativity in the workplace . Its benefits include:

• Finding creative solutions to complex problems : User research can insufficiently illustrate a situation’s complexity. While other innovation processes rely on this information, creative problem-solving can yield solutions without it.
• Adapting to change : Business is constantly changing, and business leaders need to adapt. Creative problem-solving helps overcome unforeseen challenges and find solutions to unconventional problems.
• Fueling innovation and growth : In addition to solutions, creative problem-solving can spark innovative ideas that drive company growth. These ideas can lead to new product lines, services, or a modified operations structure that improves efficiency.

Creative problem-solving is traditionally based on the following key principles :

1. Balance Divergent and Convergent Thinking

Creative problem-solving uses two primary tools to find solutions: divergence and convergence. Divergence generates ideas in response to a problem, while convergence narrows them down to a shortlist. It balances these two practices and turns ideas into concrete solutions.

2. Reframe Problems as Questions

By framing problems as questions, you shift from focusing on obstacles to solutions. This provides the freedom to brainstorm potential ideas.

3. Defer Judgment of Ideas

When brainstorming, it can be natural to reject or accept ideas right away. Yet, immediate judgments interfere with the idea generation process. Even ideas that seem implausible can turn into outstanding innovations upon further exploration and development.

4. Focus on "Yes, And" Instead of "No, But"

Using negative words like "no" discourages creative thinking. Instead, use positive language to build and maintain an environment that fosters the development of creative and innovative ideas.

Creative Problem-Solving and Design Thinking

Whereas creative problem-solving facilitates developing innovative ideas through a less structured workflow, design thinking takes a far more organized approach.

Design thinking is a human-centered, solutions-based process that fosters the ideation and development of solutions. In the online course Design Thinking and Innovation , Harvard Business School Dean Srikant Datar leverages a four-phase framework to explain design thinking.

The four stages are:

• Clarify: The clarification stage allows you to empathize with the user and identify problems. Observations and insights are informed by thorough research. Findings are then reframed as problem statements or questions.
• Ideate: Ideation is the process of coming up with innovative ideas. The divergence of ideas involved with creative problem-solving is a major focus.
• Develop: In the development stage, ideas evolve into experiments and tests. Ideas converge and are explored through prototyping and open critique.
• Implement: Implementation involves continuing to test and experiment to refine the solution and encourage its adoption.

Creative problem-solving primarily operates in the ideate phase of design thinking but can be applied to others. This is because design thinking is an iterative process that moves between the stages as ideas are generated and pursued. This is normal and encouraged, as innovation requires exploring multiple ideas.

Creative Problem-Solving Tools

While there are many useful tools in the creative problem-solving process, here are three you should know:

Creating a Problem Story

One way to innovate is by creating a story about a problem to understand how it affects users and what solutions best fit their needs. Here are the steps you need to take to use this tool properly.

1. Identify a UDP

Create a problem story to identify the undesired phenomena (UDP). For example, consider a company that produces printers that overheat. In this case, the UDP is "our printers overheat."

2. Move Forward in Time

To move forward in time, ask: “Why is this a problem?” For example, minor damage could be one result of the machines overheating. In more extreme cases, printers may catch fire. Don't be afraid to create multiple problem stories if you think of more than one UDP.

3. Move Backward in Time

To move backward in time, ask: “What caused this UDP?” If you can't identify the root problem, think about what typically causes the UDP to occur. For the overheating printers, overuse could be a cause.

Following the three-step framework above helps illustrate a clear problem story:

• The printer is overused.
• The printer overheats.
• The printer breaks down.

You can extend the problem story in either direction if you think of additional cause-and-effect relationships.

4. Break the Chains

By this point, you’ll have multiple UDP storylines. Take two that are similar and focus on breaking the chains connecting them. This can be accomplished through inversion or neutralization.

• Inversion: Inversion changes the relationship between two UDPs so the cause is the same but the effect is the opposite. For example, if the UDP is "the more X happens, the more likely Y is to happen," inversion changes the equation to "the more X happens, the less likely Y is to happen." Using the printer example, inversion would consider: "What if the more a printer is used, the less likely it’s going to overheat?" Innovation requires an open mind. Just because a solution initially seems unlikely doesn't mean it can't be pursued further or spark additional ideas.
• Neutralization: Neutralization completely eliminates the cause-and-effect relationship between X and Y. This changes the above equation to "the more or less X happens has no effect on Y." In the case of the printers, neutralization would rephrase the relationship to "the more or less a printer is used has no effect on whether it overheats."

Even if creating a problem story doesn't provide a solution, it can offer useful context to users’ problems and additional ideas to be explored. Given that divergence is one of the fundamental practices of creative problem-solving, it’s a good idea to incorporate it into each tool you use.

Brainstorming

Brainstorming is a tool that can be highly effective when guided by the iterative qualities of the design thinking process. It involves openly discussing and debating ideas and topics in a group setting. This facilitates idea generation and exploration as different team members consider the same concept from multiple perspectives.

Hosting brainstorming sessions can result in problems, such as groupthink or social loafing. To combat this, leverage a three-step brainstorming method involving divergence and convergence :

• Have each group member come up with as many ideas as possible and write them down to ensure the brainstorming session is productive.
• Continue the divergence of ideas by collectively sharing and exploring each idea as a group. The goal is to create a setting where new ideas are inspired by open discussion.
• Begin the convergence of ideas by narrowing them down to a few explorable options. There’s no "right number of ideas." Don't be afraid to consider exploring all of them, as long as you have the resources to do so.

Alternate Worlds

The alternate worlds tool is an empathetic approach to creative problem-solving. It encourages you to consider how someone in another world would approach your situation.

For example, if you’re concerned that the printers you produce overheat and catch fire, consider how a different industry would approach the problem. How would an automotive expert solve it? How would a firefighter?

Be creative as you consider and research alternate worlds. The purpose is not to nail down a solution right away but to continue the ideation process through diverging and exploring ideas.

Continue Developing Your Skills

Whether you’re an entrepreneur, marketer, or business leader, learning the ropes of design thinking can be an effective way to build your skills and foster creativity and innovation in any setting.

If you're ready to develop your design thinking and creative problem-solving skills, explore Design Thinking and Innovation , one of our online entrepreneurship and innovation courses. If you aren't sure which course is the right fit, download our free course flowchart to determine which best aligns with your goals.

About the Author

0412374900 - Problem Solving in Business and Management: Hard, Soft and Creative Approaches by Hicks, Michael J ( 24 results)

Product Type

• All Product Types 
• Books  (24)
• Magazines & Periodicals
• Sheet Music
• Art, Prints & Posters
• Photographs
• Manuscripts & Paper Collectibles
• All Conditions 
• New  (15)
• Used  (9)
• All Bindings 
• Softcover  (24)

Collectible Attributes

• First Edition
• Dust Jacket
• Seller-Supplied Images  (9)
• Not Print on Demand  (20)

Free Shipping

• Free UK Shipping  (7)

Seller Location

• Worldwide European Union North America Europe
• All Countries France Germany Ireland U.S.A. United Kingdom

Seller Rating

• All Sellers 
• and up  (24)
•   (20)

Problem Solving in Business and Management: Hard, soft and creative approaches

HICKS, MICHAEL J.

Published by Springer, 1991

ISBN 10: 0412374900 ISBN 13: 9780412374906

Seller: MusicMagpie , Stockport, United Kingdom

Seller Rating:

Contact seller

Used - Softcover Condition: Very Good

Within United Kingdom

Quantity: 1

Condition: Very Good. 1710261029. 3/12/2024 4:30:29 PM.

Problem Solving in Business and Management: Hard, Soft And Creative Approaches

Published by -, 1991

Seller: AwesomeBooks , Wallingford, United Kingdom

Quantity: 3

Paperback. Condition: Very Good. Problem Solving in Business and Management: Hard, Soft And Creative Approaches This book is in very good condition and will be shipped within 24 hours of ordering. The cover may have some limited signs of wear but the pages are clean, intact and the spine remains undamaged. This book has clearly been well maintained and looked after thus far. Money back guarantee if you are not satisfied. See all our books here, order more than 1 book and get discounted shipping.

Published by - -, 1991

Seller: Bahamut Media , Reading, United Kingdom

Paperback. Condition: Very Good. This book is in very good condition and will be shipped within 24 hours of ordering. The cover may have some limited signs of wear but the pages are clean, intact and the spine remains undamaged. This book has clearly been well maintained and looked after thus far. Money back guarantee if you are not satisfied. See all our books here, order more than 1 book and get discounted shipping.

Hicks, Michael J.

Seller: Aardvark Rare Books , Bucknell, SHROP, United Kingdom

Paperback. Condition: Very Good.

Seller: WorldofBooks , Goring-By-Sea, WS, United Kingdom

Paperback. Condition: Very Good. The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged.

Problem Solving in Business and Management: Hard, Soft and Creative Approaches

MICHAEL J. HICKS

Published by Chapman and Hall, 1991

Seller: Ammareal , Morangis, France

Used - Softcover Condition: Tr�s bon

From France to United Kingdom

Softcover. Condition: Tr�s bon. Ancien livre de biblioth�que. Traces d'usure sur la couverture. Petite(s) trace(s) de pliure sur la couverture. Salissures sur la tranche. Edition 1991. Ammareal reverse jusqu'� 15% du prix net de cet article � des organisations caritatives. ENGLISH DESCRIPTION Book Condition: Used, Very good. Former library book. Signs of wear on the cover. Slightly creased cover. Stains on the edge. Edition 1991. Ammareal gives back up to 15% of this item's net price to charity organizations.

Seller: ThriftBooks-Dallas , Dallas, TX, U.S.A.

From U.S.A. to United Kingdom

Paperback. Condition: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less 1.37.

Problem Solving in Business and Management : Hard, Soft and Creative Approaches

Seller: GreatBookPricesUK , Castle Donington, DERBY, United Kingdom

New - Softcover Condition: New

Quantity: 5

Condition: New.

Michael J. Hicks

Seller: Ria Christie Collections , Uxbridge, United Kingdom

Book Print on Demand

Quantity: > 20

Condition: New. PRINT ON DEMAND Book; New; Fast Shipping from the UK. No. book.

Problem Solving in Business and Management: Hard, soft and creative approaches by HICKS, MICHAEL J. [Paperback ]

Seller: booksXpress , Bayonne, NJ, U.S.A.

New - Softcover Condition: new

Quantity: 10

Soft Cover. Condition: new.

Seller: THE SAINT BOOKSTORE , Southport, United Kingdom

Paperback / softback. Condition: New. This item is printed on demand. New copy - Usually dispatched within 5-9 working days.

Used - Softcover Condition: As New

Condition: As New. Unread book in perfect condition.

Problem Solving in Business and Management: Hard, Soft and Creative Approaches (Paperback or Softback)

Published by Springer 1/1/1991, 1991

Seller: BargainBookStores , Grand Rapids, MI, U.S.A.

Paperback or Softback. Condition: New. Problem Solving in Business and Management: Hard, Soft and Creative Approaches 1.37. Book.

Seller: GreatBookPrices , Columbia, MD, U.S.A.

Problem Solving in Business and Management

Published by Springer US, 1991

Seller: moluna , Greven, Germany

From Germany to United Kingdom

Kartoniert / Broschiert. Condition: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt.

Problem Solving in Business and Management : Hard, soft and creative approaches

Seller: AHA-BUCH GmbH , Einbeck, Germany

New - Softcover Condition: Neu

Taschenbuch. Condition: Neu. Druck auf Anfrage Neuware - Printed after ordering - Focuses on three approaches to problem solving and decision making in business and management - creative, rational and systematic. The author shows their individual applications as well as a synthesis for their use in various situations and organizations.

Seller: California Books , Miami, FL, U.S.A.

Published by Chapman & Hall, 1991

Seller: Revaluation Books , Exeter, United Kingdom

New - Softcover Condition: Brand New

Quantity: 2

Paperback. Condition: Brand New. 346 pages. 9.75x7.50x0.50 inches. In Stock.

Seller: Kennys Bookshop and Art Galleries Ltd. , Galway, GY, Ireland

From Ireland to United Kingdom

Quantity: 15

Condition: New. BIC Classification: KJC. Dimension: 246 x 189. Weight in Grams: 681. . 1991. Paperback. . . . .

Published by Springer 1991-01, 1991

Seller: Chiron Media , Wallingford, United Kingdom

PF. Condition: New.

Seller: Kennys Bookstore , Olney, MD, U.S.A.

Condition: New. BIC Classification: KJC. Dimension: 246 x 189. Weight in Grams: 681. . 1991. Paperback. . . . . Books ship from the US and Ireland.

Published by Springer US Jan 1991, 1991

Seller: BuchWeltWeit Ludwig Meier e.K. , Bergisch Gladbach, Germany

Taschenbuch. Condition: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Focuses on three approaches to problem solving and decision making in business and management - creative, rational and systematic. The author shows their individual applications as well as a synthesis for their use in various situations and organizations. 348 pp. Englisch.

Seller: Lucky's Textbooks , Dallas, TX, U.S.A.

Create a Want

Tell us what you're looking for and once a match is found, we'll inform you by e-mail.

Forgotten the title or the author of a book? Our BookSleuth is specially designed for you.

Help with Search

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Share Podcast

A Better Framework for Solving Tough Problems

Start with trust and end with speed.

• Apple Podcasts

When it comes to solving complicated problems, the default for many organizational leaders is to take their time to work through the issues at hand. Unfortunately, that often leads to patchwork solutions or problems not truly getting resolved.

But Anne Morriss offers a different framework. In this episode, she outlines a five-step process for solving any problem and explains why starting with trust and ending with speed is so important for effective change leadership. As she says, “Let’s get into dialogue with the people who are also impacted by the problem before we start running down the path of solving it.”

Morriss is an entrepreneur and leadership coach. She’s also the coauthor of the book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems .

Key episode topics include: strategy, decision making and problem solving, strategy execution, managing people, collaboration and teams, trustworthiness, organizational culture, change leadership, problem solving, leadership.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

• Listen to the full HBR IdeaCast episode: How to Solve Tough Problems Better and Faster (2023)
• Find more episodes of HBR IdeaCast
• Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

HANNAH BATES: Welcome to HBR On Strategy , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock new ways of doing business.

When it comes to solving complicated problems, many leaders only focus on the most apparent issues. Unfortunately that often leads to patchwork or partial solutions. But Anne Morriss offers a different framework that aims to truly tackle big problems by first leaning into trust and then focusing on speed.

Morriss is an entrepreneur and leadership coach. She’s also the co-author of the book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems . In this episode, she outlines a five-step process for solving any problem. Some, she says, can be solved in a week, while others take much longer. She also explains why starting with trust and ending with speed is so important for effective change leadership.

This episode originally aired on HBR IdeaCast in October 2023. Here it is.

CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Curt Nickisch.

Problems can be intimidating. Sure, some problems are fun to dig into. You roll up your sleeves, you just take care of them; but others, well, they’re complicated. Sometimes it’s hard to wrap your brain around a problem, much less fix it.

And that’s especially true for leaders in organizations where problems are often layered and complex. They sometimes demand technical, financial, or interpersonal knowledge to fix. And whether it’s avoidance on the leaders’ part or just the perception that a problem is systemic or even intractable, problems find a way to endure, to keep going, to keep being a problem that everyone tries to work around or just puts up with.

But today’s guest says that just compounds it and makes the problem harder to fix. Instead, she says, speed and momentum are key to overcoming a problem.

Anne Morriss is an entrepreneur, leadership coach and founder of the Leadership Consortium and with Harvard Business School Professor Francis Frei, she wrote the new book, Move Fast and Fix Things: The Trusted Leaders Guide to Solving Hard Problems . Anne, welcome back to the show.

ANNE MORRISS: Curt, thank you so much for having me.

CURT NICKISCH: So, to generate momentum at an organization, you say that you really need speed and trust. We’ll get into those essential ingredients some more, but why are those two essential?

ANNE MORRISS: Yeah. Well, the essential pattern that we observed was that the most effective change leaders out there were building trust and speed, and it didn’t seem to be a well-known observation. We all know the phrase, “Move fast and break things,” but the people who were really getting it right were moving fast and fixing things, and that was really our jumping off point. So when we dug into the pattern, what we observed was they were building trust first and then speed. This foundation of trust was what allowed them to fix more things and break fewer.

CURT NICKISCH: Trust sounds like a slow thing, right? If you talk about building trust, that is something that takes interactions, it takes communication, it takes experiences. Does that run counter to the speed idea?

ANNE MORRISS: Yeah. Well, this issue of trust is something we’ve been looking at for over a decade. One of the headlines in our research is it’s actually something we’re building and rebuilding and breaking all the time. And so instead of being this precious, almost farbege egg, it’s this thing that is constantly in motion and this thing that we can really impact when we’re deliberate about our choices and have some self-awareness around where it’s breaking down and how it’s breaking down.

CURT NICKISCH: You said break trust in there, which is intriguing, right? That you may have to break trust to build trust. Can you explain that a little?

ANNE MORRISS:  Yeah, well, I’ll clarify. It’s not that you have to break it in order to build it. It’s just that we all do it some of the time. Most of us are trusted most of the time. Most of your listeners I imagine are trusted most of the time, but all of us have a pattern where we break trust or where we don’t build as much as could be possible.

CURT NICKISCH: I want to talk about speed, this other essential ingredient that’s so intriguing, right? Because you think about solving hard problems as something that just takes a lot of time and thinking and coordination and planning and designing. Explain what you mean by it? And also, just  how we maybe approach problems wrong by taking them on too slowly?

ANNE MORRISS: Well, Curt, no one has ever said to us, “I wish I had taken longer and done less.” We hear the opposite all the time, by the way. So what we really set out to do was to create a playbook that anyone can use to take less time to do more of the things that are going to make your teams and organizations stronger.

And the way we set up the book is okay, it’s really a five step process. Speed is the last step. It’s the payoff for the hard work you’re going to do to figure out your problem, build or rebuild trust, expand the team in thoughtful and strategic ways, and then tell a real and compelling story about the change you’re leading.

Only then do you get to go fast, but that’s an essential part of the process, and we find that either people under emphasize it or speed has gotten a bad name in this world of moving fast and breaking things. And part of our mission for sure was to rehabilitate speed’s reputation because it is an essential part of the change leader’s equation. It can be the difference between good intentions and getting anything done at all.

CURT NICKISCH: You know, the fact that nobody ever tells you, “I wish we had done less and taken more time.” I think we all feel that, right? Sometimes we do something and then realize, “Oh, that wasn’t that hard and why did it take me so long to do it? And I wish I’d done this a long time ago.” Is it ever possible to solve a problem too quickly?

ANNE MORRISS: Absolutely. And we see that all the time too. What we push people to do in those scenarios is really take a look at the underlying issue because in most cases, the solution is not to take your foot off the accelerator per se and slow down. The solution is to get into the underlying problem. So if it’s burnout or a strategic disconnect between what you’re building and the marketplace you’re serving, what we find is the anxiety that people attach to speed or the frustration people attach to speed is often misplaced.

CURT NICKISCH: What is a good timeline to think about solving a problem then? Because if we by default take too long or else jump ahead and we don’t fix it right, what’s a good target time to have in your mind for how long solving a problem should take?

ANNE MORRISS: Yeah. Well, we’re playful in the book and talking about the idea that many problems can be solved in a week. We set the book up five chapters. They’re titled Monday, Tuesday, Wednesday, Thursday, Friday, and we’re definitely having fun with that. And yet, if you count the hours in a week, there are a lot of them. Many of our problems, if you were to spend a focused 40 hours of effort on a problem, you’re going to get pretty far.

But our main message is, listen, of course it’s going to depend on the nature of the problem, and you’re going to take weeks and maybe even some cases months to get to the other side. What we don’t want you to do is take years, which tends to be our default timeline for solving hard problems.

CURT NICKISCH: So you say to start with identifying the problem that’s holding you back, seems kind of obvious. But where do companies go right and wrong with this first step of just identifying the problem that’s holding you back?

ANNE MORRISS: And our goal is that all of these are going to feel obvious in retrospect. The problem is we skip over a lot of these steps and this is why we wanted to underline them. So this one is really rooted in our observation and I think the pattern of our species that we tend to be overconfident in the quality of our thoughts, particularly when it comes to diagnosing problems.

And so we want to invite you to start in a very humble and curious place, which tends not to be our default mode when we’re showing up for work. We convince ourselves that we’re being paid for our judgment. That’s exactly what gets reinforced everywhere. And so we tend to counterintuitively, given what we just talked about, we tend to move too quickly through the diagnostic phase.

CURT NICKISCH: “I know what to do, that’s why you hired me.”

ANNE MORRISS: Exactly. “I know what to do. That’s why you hired me. I’ve seen this before. I have a plan. Follow me.” We get rewarded for the expression of confidence and clarity. And so what we’re inviting people to do here is actually pause and really lean into what are the root causes of the problem you’re seeing? What are some alternative explanations? Let’s get into dialogue with the people who are also impacted by the problem before we start running down the path of solving it.

CURT NICKISCH: So what do you recommend for this step, for getting to the root of the problem? What are questions you should ask? What’s the right thought process? What do you do on Monday of the week?

ANNE MORRISS: In our experience of doing this work, people tend to undervalue the power of conversation, particularly with other people in the organization. So we will often advocate putting together a team of problem solvers, make it a temporary team, really pull in people who have a particular perspective on the problem and create the space, make it as psychologically safe as you can for people to really, as Chris Argyris so beautifully articulated, discuss the undiscussable.

And so the conditions for that are going to look different in every organization depending on the problem, but if you can get a space where smart people who have direct experience of a problem are in a room and talking honestly with each other, you can make an extraordinary amount of progress, certainly in a day.

CURT NICKISCH: Yeah, that gets back to the trust piece.

ANNE MORRISS: Definitely.

CURT NICKISCH: How do you like to start that meeting, or how do you like to talk about it? I’m just curious what somebody on that team might hear in that meeting, just to get the sense that it’s psychologically safe, you can discuss the undiscussable and you’re also focusing on the identification part. What’s key to communicate there?

ANNE MORRISS: Yeah. Well, we sometimes encourage people to do a little bit of data gathering before those conversations. So the power of a quick anonymous survey around whatever problem you’re solving, but also be really thoughtful about the questions you’re going to ask in the moment. So a little bit of preparation can go a long way and a little bit of thoughtfulness about the power dynamic. So who’s going to walk in there with license to speak and who’s going to hold back? So being thoughtful about the agenda, about the questions you’re asking about the room, about the facilitation, and then courage is a very infectious emotion.

So if you can early on create the conditions for people to show up bravely in that conversation, then the chance that you’re going to get good information and that you’re going to walk out of that room with new insight in the problem that you didn’t have when you walked in is extraordinarily high.

CURT NICKISCH: Now, in those discussions, you may have people who have different perspectives on what the problem really is. They also bear different costs of addressing the problem or solving it. You talked about the power dynamic, but there’s also an unfairness dynamic of who’s going to actually have to do the work to take care of it, and I wonder how you create a culture in that meeting where it’s the most productive?

ANNE MORRISS: For sure, the burden of work is not going to be equitably distributed around the room. But I would say, Curt, the dynamic that we see most often is that people are deeply relieved that hard problems are being addressed. So it really can create, and more often than not in our experience, it does create this beautiful flywheel of action, creativity, optimism. Often when problems haven’t been addressed, there is a fair amount of anxiety in the organization, frustration, stagnation. And so credible movement towards action and progress is often the best antidote. So even if the plan isn’t super clear yet, if it’s credible, given who’s in the room and their decision rights and mandate, if there’s real momentum coming out of that to make progress, then that tends to be deeply energizing to people.

CURT NICKISCH: I wonder if there’s an organization that you’ve worked with that you could talk about how this rolled out and how this took shape?

ANNE MORRISS: When we started working with Uber, that was wrestling with some very public issues of culture and trust with a range of stakeholders internally, the organization, also external, that work really started with a campaign of listening and really trying to understand where trust was breaking down from the perspective of these stakeholders?

So whether it was female employees or regulators or riders who had safety concerns getting into the car with a stranger. This work, it starts with an honest internal dialogue, but often the problem has threads that go external. And so bringing that same commitment to curiosity and humility and dialogue to anyone who’s impacted by the problem is the fastest way to surface what’s really going on.

CURT NICKISCH: There’s a step in this process that you lay out and that’s communicating powerfully as a leader. So we’ve heard about listening and trust building, but now you’re talking about powerful communication. How do you do this and why is it maybe this step in the process rather than the first thing you do or the last thing you do?

ANNE MORRISS: So in our process, again, it’s the days of the week. On Monday you figured out the problem. Tuesday you really got into the sandbox in figuring out what a good enough plan is for building trust. Wednesday, step three, you made it better. You created an even better plan, bringing in new perspectives. Thursday, this fourth step is the day we’re saying you got to go get buy-in. You got to bring other people along. And again, this is a step where we see people often underinvest in the power and payoff of really executing it well.

CURT NICKISCH: How does that go wrong?

ANNE MORRISS: Yeah, people don’t know the why. Human behavior and the change in human behavior really depends on a strong why. It’s not just a selfish, “What’s in it for me?” Although that’s helpful, but where are we going? I may be invested in a status quo and I need to understand, okay, if you’re going to ask me to change, if you’re going to invite me into this uncomfortable place of doing things differently, why am I here? Help me understand it and articulate the way forward and language that not only I can understand, but also that’s going to be motivating to me.

CURT NICKISCH: And who on my team was part of this process and all that kind of stuff?

ANNE MORRISS: Oh, yeah. I may have some really important questions that may be in the way of my buy-in and commitment to this plan. So certainly creating a space where those questions can be addressed is essential. But what we found is that there is an architecture of a great change story, and it starts with honoring the past, honoring the starting place. Sometimes we’re so excited about the change and animated about the change that what has happened before or what is even happening in the present tense is low on our list of priorities.

Or we want to label it bad, because that’s the way we’ve thought about the change, but really pausing and honoring what came before you and all the reasonable decisions that led up to it, I think can be really helpful to getting people emotionally where you want them to be willing to be guided by you. Going back to Uber, when Dara Khosrowshahi came in.

CURT NICKISCH: This is the new CEO.

ANNE MORRISS: The new CEO.

CURT NICKISCH: Replaced Travis Kalanick, the founder and first CEO, yeah.

ANNE MORRISS: Yeah, and had his first all-hands meeting. One of his key messages, and this is a quote, was that he was going to retain the edge that had made Uber, “A force of nature.” And in that meeting, the crowd went wild because this is also a company that had been beaten up publicly for months and months and months, and it was a really powerful choice. And his predecessor, Travis was in the room, and he also honored Travis’ incredible work and investment in bringing the company to the place where it was.

And I would use words like grace to also describe those choices, but there’s also an incredible strategic value to naming the starting place for everybody in the room because in most cases, most people in that room played a role in getting to that starting place, and you’re acknowledging that.

CURT NICKISCH: You can call it grace. Somebody else might call it diplomatic or strategic. But yeah, I guess like it or not, it’s helpful to call out and honor the complexity of the way things have been done and also the change that’s happening.

ANNE MORRISS: Yeah, and the value. Sometimes honoring the past is also owning what didn’t work or what wasn’t working for stakeholders or segments of the employee team, and we see that around culture change. Sometimes you’ve got to acknowledge that it was not an equitable environment, but whatever the worker, everyone in that room is bringing that pass with them. So again, making it discussable and using it as the jumping off place is where we advise people to start.

Then you’ve earned the right to talk about the change mandate, which we suggest using clear and compelling language about the why. “This is what happened, this is where we are, this is the good and the bad of it, and here’s the case for change.”

And then the last part, which is to describe a rigorous and optimistic way forward. It’s a simple past, present, future arc, which will be familiar to human beings. We love stories as human beings. It’s among the most powerful currency we have to make sense of the world.

CURT NICKISCH: Yeah. Chronological is a pretty powerful order.

ANNE MORRISS: Right. But again, the change leaders we see really get it right, are investing an incredible amount of time into the storytelling part of their job. Ursula Burns, the Head of Xerox is famous for the months and years she spent on the road just telling the story of Xerox’s change, its pivot into services to everyone who would listen, and that was a huge part of her success.

CURT NICKISCH: So Friday or your fifth step, you end with empowering teams and removing roadblocks. That seems obvious, but it’s critical. Can you dig into that a little bit?

ANNE MORRISS: Yeah. Friday is the fun day. Friday’s the release of energy into the system. Again, you’ve now earned the right to go fast. You have a plan, you’re pretty confident it’s going to work. You’ve told the story of change the organization, and now you get to sprint. So this is about really executing with urgency, and it’s about a lot of the tactics of speed is where we focus in the book. So the tactics of empowerment, making tough strategic trade-offs so that your priorities are clear and clearly communicated, creating mechanisms to fast-track progress. At Etsy, CEO Josh Silverman, he labeled these projects ambulances. It’s an unfortunate metaphor, but it’s super memorable. These are the products that get to speed out in front of the other ones because the stakes are high and the clock is sticking.

CURT NICKISCH: You pull over and let it go by.

ANNE MORRISS: Yeah, exactly. And so we have to agree as an organization on how to do something like that. And so we see lots of great examples both in young organizations and big complex biotech companies with lots of regulatory guardrails have still found ways to do this gracefully.

And I think we end with this idea of conflict debt, which is a term we really love. Leanne Davey, who’s a team scholar and researcher, and anyone in a tech company will recognize the idea of tech debt, which is this weight the organization drags around until they resolve it. Conflict debt is a beautiful metaphor because it is this weight that we drag around and slows us down until we decide to clean it up and fix it. The organizations that are really getting speed right have figured out either formally or informally, how to create an environment where conflict and disagreements can be gracefully resolved.

CURT NICKISCH: Well, let’s talk about this speed more, right? Because I think this is one of those places that maybe people go wrong or take too long, and then you lose the awareness of the problem, you lose that urgency. And then that also just makes it less effective, right? It’s not just about getting the problem solved as quickly as possible. It’s also just speed in some ways helps solve the problem.

ANNE MORRISS: Oh, yeah. It really is the difference between imagining the change you want to lead and really being able to bring it to life. Speed is the thing that unlocks your ability to lead change. It needs a foundation, and that’s what Monday through Thursday is all about, steps one through four, but the finish line is executing with urgency, and it’s that urgency that releases the system’s energy, that communicates your priorities, that creates the conditions for your team to make progress.

CURT NICKISCH: Moving fast is something that entrepreneurs and tech companies certainly understand, but there’s also this awareness that with big companies, the bigger the organization, the harder it is to turn the aircraft carrier around, right? Is speed relative when you get at those levels, or do you think this is something that any company should be able to apply equally?

ANNE MORRISS: We think this applies to any company. The culture really lives at the level of team. So we believe you can make a tremendous amount of progress even within your circle of control as a team leader. I want to bring some humility to this and careful of words like universal, but we do think there’s some universal truths here around the value of speed, and then some of the byproducts like keeping fantastic people. Your best people want to solve problems, they want to execute, they want to make progress and speed, and the ability to do that is going to be a variable in their own equation of whether they stay or they go somewhere else where they can have an impact.

CURT NICKISCH: Right. They want to accomplish something before they go or before they retire or finish something out. And if you’re able to just bring more things on the horizon and have it not feel like it’s going to be another two years to do something meaningful.

ANNE MORRISS: People – I mean, they want to make stuff happen and they want to be around the energy and the vitality of making things happen, which again, is also a super infectious phenomenon. One of the most important jobs of a leader, we believe, is to set the metabolic pace of their teams and organizations. And so what we really dig into on Friday is, well, what does that look like to speed something up? What are the tactics of that?

CURT NICKISCH: I wonder if that universal truth, that a body in motion stays in motion applies to organizations, right? If an organization in motion stays in motion, there is something to that.

ANNE MORRISS: Absolutely.

CURT NICKISCH: Do you have a favorite client story to share, just where you saw speed just become a bit of a flywheel or just a positive reinforcement loop for more positive change at the organization?

ANNE MORRISS: Yeah. We work with a fair number of organizations that are on fire. We do a fair amount of firefighting, but we also less dramatically do a lot of fire prevention. So we’re brought into organizations that are working well and want to get better, looking out on the horizon. That work is super gratifying, and there is always a component of, well, how do we speed this up?

What I love about that work is there’s often already a high foundation of trust, and so it’s, well, how do we maintain that foundation but move this flywheel, as you said, even faster? And it’s really energizing because often there’s a lot of pent-up energy that… There’s a lot of loyalty to the organization, but often it’s also frustration and pent-up energy. And so when that gets released, when good people get the opportunity to sprint for the first time in a little while, it’s incredibly energizing, not just for us, but for the whole organization.

CURT NICKISCH: Anne, this is great. I think finding a way to solve problems better but also faster is going to be really helpful. So thanks for coming on the show to talk about it.

ANNE MORRISS:  Oh, Curt, it was such a pleasure. This is my favorite conversation. I’m delighted to have it anytime.

HANNAH BATES: That was entrepreneur, leadership coach, and author Anne Morriss – in conversation with Curt Nickisch on HBR IdeaCast.

We’ll be back next Wednesday with another hand-picked conversation about business strategy from Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

When you’re ready for more podcasts, articles, case studies, books, and videos with the world’s top business and management experts, you’ll find it all at HBR.org.

This episode was produced by Mary Dooe, Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Special thanks to Rob Eckhardt, Maureen Hoch, Erica Truxler, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener. See you next week.

• Subscribe On:

Latest in this series

This article is about strategy.

• Decision making and problem solving
• Strategy execution
• Leadership and managing people
• Collaboration and teams
• Trustworthiness
• Organizational culture

Partner Center

Download the free Kindle app and start reading Kindle books instantly on your smartphone, tablet, or computer - no Kindle device required .

Read instantly on your browser with Kindle for Web.

Using your mobile phone camera - scan the code below and download the Kindle app.

Image Unavailable

• To view this video download Flash Player

Follow the author

Problem Solving in Business and Management: Hard, soft and creative approaches by MICHAEL J. HICKS (1991-01-01) Paperback

• Publisher Springer
• See all details

Product details

• ASIN ‏ : ‎ B01FEP5UQE

About the author

Michael j. hicks.

Discover more of the author’s books, see similar authors, read author blogs and more

Customer reviews

Customer Reviews, including Product Star Ratings help customers to learn more about the product and decide whether it is the right product for them.

To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzed reviews to verify trustworthiness.

No customer reviews

• Amazon Newsletter
• About Amazon
• Accessibility
• Sustainability
• Press Center
• Investor Relations
• Amazon Devices
• Amazon Science
• Sell on Amazon
• Sell apps on Amazon
• Supply to Amazon
• Protect & Build Your Brand
• Become an Affiliate
• Become a Delivery Driver
• Start a Package Delivery Business
• Advertise Your Products
• Self-Publish with Us
• Become an Amazon Hub Partner
• › See More Ways to Make Money
• Amazon Visa
• Amazon Store Card
• Amazon Secured Card
• Amazon Business Card
• Shop with Points
• Credit Card Marketplace
• Reload Your Balance
• Amazon Currency Converter
• Your Account
• Your Orders
• Shipping Rates & Policies
• Amazon Prime
• Returns & Replacements
• Manage Your Content and Devices
• Recalls and Product Safety Alerts
• Conditions of Use
• Privacy Notice
• Consumer Health Data Privacy Disclosure
• Your Ads Privacy Choices

0412374900 - Problem Solving in Business and Management: Hard, Soft and Creative Approaches by Hicks, Michael J ( 24 results)

Product Type

• All Product Types 
• Books  (24)
• Magazines & Periodicals
• Sheet Music
• Art, Prints & Posters
• Photographs
• Manuscripts & Paper Collectibles
• All Conditions 
• New  (15)
• Used  (9)
• All Bindings 
• Softcover  (24)

Collectible Attributes

• First Edition
• Dust Jacket
• Seller-Supplied Images  (9)
• Not Print on Demand  (20)

Free Shipping

• Free US Shipping  (4)

Seller Location

• Worldwide European Union North America Europe
• All Countries France Germany Ireland U.S.A. United Kingdom

Seller Rating

• All Sellers 
• and up  (24)
•   (20)

Problem Solving in Business and Management: Hard, Soft And Creative Approaches

Published by -, 1991

ISBN 10: 0412374900 ISBN 13: 9780412374906

Seller: AwesomeBooks , Wallingford, United Kingdom

Seller Rating:

Contact seller

Used - Softcover Condition: Very Good

From United Kingdom to U.S.A.

Quantity: 3

Paperback. Condition: Very Good. Problem Solving in Business and Management: Hard, Soft And Creative Approaches This book is in very good condition and will be shipped within 24 hours of ordering. The cover may have some limited signs of wear but the pages are clean, intact and the spine remains undamaged. This book has clearly been well maintained and looked after thus far. Money back guarantee if you are not satisfied. See all our books here, order more than 1 book and get discounted shipping.

Problem Solving in Business and Management: Hard, Soft and Creative Approaches

Hicks, Michael J.

Published by Springer, 1991

Seller: ThriftBooks-Dallas , Dallas, TX, U.S.A.

Within U.S.A.

Quantity: 1

Paperback. Condition: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less 1.37.

Problem Solving in Business and Management: Hard, soft and creative approaches

HICKS, MICHAEL J.

Seller: MusicMagpie , Stockport, United Kingdom

Condition: Very Good. 1710261029. 3/12/2024 4:30:29 PM.

Seller: WorldofBooks , Goring-By-Sea, WS, United Kingdom

Paperback. Condition: Very Good. The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged.

Published by - -, 1991

Seller: Bahamut Media , Reading, United Kingdom

Paperback. Condition: Very Good. This book is in very good condition and will be shipped within 24 hours of ordering. The cover may have some limited signs of wear but the pages are clean, intact and the spine remains undamaged. This book has clearly been well maintained and looked after thus far. Money back guarantee if you are not satisfied. See all our books here, order more than 1 book and get discounted shipping.

MICHAEL J. HICKS

Published by Chapman and Hall, 1991

Seller: Ammareal , Morangis, France

Used - Softcover Condition: Tr�s bon

From France to U.S.A.

Softcover. Condition: Tr�s bon. Ancien livre de biblioth�que. Traces d'usure sur la couverture. Petite(s) trace(s) de pliure sur la couverture. Salissures sur la tranche. Edition 1991. Ammareal reverse jusqu'� 15% du prix net de cet article � des organisations caritatives. ENGLISH DESCRIPTION Book Condition: Used, Very good. Former library book. Signs of wear on the cover. Slightly creased cover. Stains on the edge. Edition 1991. Ammareal gives back up to 15% of this item's net price to charity organizations.

Seller: Aardvark Rare Books , Bucknell, SHROP, United Kingdom

Paperback. Condition: Very Good.

Problem Solving in Business and Management: Hard, soft and creative approaches by HICKS, MICHAEL J. [Paperback ]

Seller: booksXpress , Bayonne, NJ, U.S.A.

New - Softcover Condition: new

Quantity: 10

Soft Cover. Condition: new.

Problem Solving in Business and Management : Hard, Soft and Creative Approaches

Seller: GreatBookPrices , Columbia, MD, U.S.A.

New - Softcover Condition: New

Quantity: 5

Condition: New.

Problem Solving in Business and Management: Hard, Soft and Creative Approaches (Paperback or Softback)

Published by Springer 1/1/1991, 1991

Seller: BargainBookStores , Grand Rapids, MI, U.S.A.

Paperback or Softback. Condition: New. Problem Solving in Business and Management: Hard, Soft and Creative Approaches 1.37. Book.

Seller: Lucky's Textbooks , Dallas, TX, U.S.A.

Quantity: > 20

Seller: California Books , Miami, FL, U.S.A.

Used - Softcover Condition: As New

Condition: As New. Unread book in perfect condition.

Michael J. Hicks

Seller: Ria Christie Collections , Uxbridge, United Kingdom

Book Print on Demand

Condition: New. PRINT ON DEMAND Book; New; Fast Shipping from the UK. No. book.

Seller: GreatBookPricesUK , Castle Donington, DERBY, United Kingdom

Seller: THE SAINT BOOKSTORE , Southport, United Kingdom

Paperback / softback. Condition: New. This item is printed on demand. New copy - Usually dispatched within 5-9 working days.

Published by Chapman & Hall, 1991

Seller: Revaluation Books , Exeter, United Kingdom

New - Softcover Condition: Brand New

Quantity: 2

Paperback. Condition: Brand New. 346 pages. 9.75x7.50x0.50 inches. In Stock.

Problem Solving in Business and Management

Published by Springer US, 1991

Seller: Kennys Bookshop and Art Galleries Ltd. , Galway, GY, Ireland

From Ireland to U.S.A.

Quantity: 15

Condition: New. BIC Classification: KJC. Dimension: 246 x 189. Weight in Grams: 681. . 1991. Paperback. . . . .

Problem Solving in Business and Management : Hard, soft and creative approaches

Seller: AHA-BUCH GmbH , Einbeck, Germany

New - Softcover Condition: Neu

From Germany to U.S.A.

Taschenbuch. Condition: Neu. Druck auf Anfrage Neuware - Printed after ordering - Focuses on three approaches to problem solving and decision making in business and management - creative, rational and systematic. The author shows their individual applications as well as a synthesis for their use in various situations and organizations.

Seller: moluna , Greven, Germany

Kartoniert / Broschiert. Condition: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt.

Seller: Kennys Bookstore , Olney, MD, U.S.A.

Condition: New. BIC Classification: KJC. Dimension: 246 x 189. Weight in Grams: 681. . 1991. Paperback. . . . . Books ship from the US and Ireland.

Published by Springer 1991-01, 1991

Seller: Chiron Media , Wallingford, United Kingdom

PF. Condition: New.

Published by Springer US Jan 1991, 1991

Seller: BuchWeltWeit Ludwig Meier e.K. , Bergisch Gladbach, Germany

Taschenbuch. Condition: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Focuses on three approaches to problem solving and decision making in business and management - creative, rational and systematic. The author shows their individual applications as well as a synthesis for their use in various situations and organizations. 348 pp. Englisch.

Create a Want

Tell us what you're looking for and once a match is found, we'll inform you by e-mail.

Can't remember the title or the author of a book? Our BookSleuth is specially designed for you.