action
action-centred leadership 39
Point of No Return (PNR) 28, 32
alternatives 21
analysing 7–8, 15, 47, 69
applied thinking 1
aptitudes 78–79
assumptions 64–65
Bismarck, Otto von 22
brain 3–5
brainstorming 55–60
Churchill, Winston 75
Comino, Dimitri 78
competence 40, 50
consequence assessment 25–27, 32
conversation 44, 83
cost containment 20
creativity
depth mind 67–68
imagination 61
incubation 69, 72
insight 69, 72
meaning 1
more creative approaches 63–65
preparation 68, 72
synthesising 10, 15, 69
thinking process 69
validation 69, 72
wider solutions 65–67
criticism 10, 58
de Bono, Edward 65
decision making
bridge model 47, 50
classic approach 23–27
consequence assessment 25–27, 32
effective decision making 17–33
five step approach 17, 19, 31–33
meaning 1
pain 22
problem solving compared 45–47
risk assessment 24–25, 32
selection/success criteria 23–25, 32
unified model 47
decisions
bad decisions 26
decision sharing 35–44
depth mind 27–30
evaluation 28–30, 32, 49–51
implementation 28–30, 32, 49–51
wrong decisions 27
deduction 8
delegation 40
depth mind
brainstorming 57–59
case study 12
checklist 13–14
creativity 67–68, 72
decisions 29–30
development 14
principle 12, 15
Dewey, John 16
Edison, Thomas 61
Einstein, Albert 53, 56, 73
evaluation, decisions 28–30, 32, 49–50
fallacy exercise 8
field of work 78–79
five step decision making 17, 19, 31–33
Ford, Henry 66
Forster, E M 72
functional fixedness 57
Galileo Galilei 83
Goethe, Johann Wolfgang von 53
group personality 35
Grove, Andy 67
Hilton, Conrad 12, 28
holism 10
ideas
case studies 58, 60
generation 55–61
imagination 9
implementation of decisions 28–30, 32, 49–50
individual needs 37
induction 8
information
categories 20
collection 18–21, 32
Information Overload Syndrome 19–20
time/information curve 21–23
insight 69, 72
interests 78
knowledge 3–4
latent consequences 25–27, 32
leadership
case study 42
checklist 43
consistency 41
decision sharing 35–44
functions 38–41
overlapping needs 36, 37–41, 44
planning 40–41
roles 35–36
learning strategies 79–82
lobster pot model 23
logic 8–9
manifest consequences 25, 32
mental roadblocks 70–71
mind
analysing 7–8, 15, 48, 69
brain distinguished 3
functions 6–11
mind at work 3–16
synthesizing 9–10, 15, 48, 69
valuing 10–11, 15, 32, 48, 69
see also depth mind
Mozart, Wolfgang Amadeus 70
nine dots problem 5, 45, 64, 66
objective, definition 19, 32, 47
options, generating feasible options 21–23, 32, 47, 53
outcomes
outcomes window 27
process compared 27
overlapping needs 36, 37–40, 44
Petrach 30
planning continuum 40–41
Ploner, William 61
Point of No Return (PNR) 28, 32
probability theories 25
problem solving
case study 52
competence 49
decision making compared 45–47
meaning 1
nine dots problem 5, 45, 64, 66
procedures 48–49
six matchstick problem 5, 45, 64, 65, 66
strategies 45–53
systems problems 50 52, 53
understanding 48, 50
unified model 47
W5H formula 52
zebra problem 5–6, 8, 45, 85–87
questions 48, 49, 53
risk assessment 24–25, 32
Roosevelt, Franklin D 17
St Augustine 83
Sartre, Jean-Paul 58
selection criteria
decision making 23–24
must/should/might 24, 32
Shakespeare, William 29
six matchstick problem 5, 45, 64, 65, 66
Sloan, Alfred 22
Smuts, Jan 10
synthesising 9–10, 15, 47, 69
task need 36
teams
competence levels 40
leaders see leadership
maintenance need 36, 37
temperament 79
thinking
applied thinking 1
case study 67
conversation 44, 83
effective practical thinkers 75–76
importance 2, 15
lateral 66, 72
pain 2, 50
personal thinking skill mentors 76–78
skill development 75, 83
thinking outside the box 63–73
vertical 65–66
Thompson, Roy 2, 14, 42, 50
three circle model 36, 38, 44
time/information curve 21
trial and error 8–9
truth 11, 15, 51, 61
Tull, Jethro 66
values at work exercise 11
valuing
feasible options 21–22
mind 10–11, 15, 32, 69
Wordsworth, William 10
zebra problem 5–6, 8, 45, 85–87