Book (Practical) Society Learning from failure cases! Managers' thinking skills To avoid falling into the "trap" of managers, round-trip training of concrete and abstract / Yuki Sakata

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Society
"Psychological Safety," "Efficiency Improvement," "Quantification and Language," and "Hypothesis Thinking". Thinking in concrete and abstract ways [part of failure examples introduced in this book] ・ ・ Although an atmosphere was created that was easy to consult in order to ensure "Psychological Safety", the turnover rate increased 〜 Psychological Safety 〜 ・ Although remote work was introduced for "Efficiency Improvement, team engagement decreased 〜 Efficiency Improvement 〜 ・ Even if you read daily reports that were" Quantification and Language and Language, "etc. ● Pitfalls of thinking that many managers have encountered the problems mentioned above. There are management skills such as" Psychological Safety "and" Quantification and Language, "which are useful for management, but it is not easy to use them. In order to make full use of these skills, it is essential that you acquire" Thinking Skills of Managers ". Even if you become a manager, you may not be able to perform in the same way. Because becoming a manager makes it difficult to see all the events in the field directly, and you have to make decisions based on information that comes in indirectly. Read this book to learn the thinking skills of managing the field by switching between abstract and concrete thinking well. ● Features of this book This book takes up 11 management skills that are often used to solve problems and explains the reasons for their failure. It is because becoming a manager makes it difficult to see all of the events in the field directly, and you have to make decisions based on information that comes in indirectly. Read this book to learn the thinking skills of managing the field by switching between abstract and concrete thinking well. ● Features of this book This book takes up 11 management skills that are often used to solve problems and explains the reasons for their failure. If you become a manager, you will learn the thinking skills of managing the field by switching between abstract and concrete thinking well. Based on the author's own experience and failure cases that the author has actually seen in supporting large companies, small and medium companies, and start-ups in Japan and abroad. There is an exercise question" Thinking Training "in each section, which helps to establish knowledge. Also, as a privilege for readers of this book, there is a" Checklist of 11 Management Skills Useful for Team Management "that summarizes misuse of the 11 management skills covered in this book and precautions for using them. [Contents] Introduction 1 Reasons why you don't get results as soon as you become a manager 1 Psychological safety of the team 2 Diversification of members 3 Diversification of members 3 Finding Problems 4 Quantification and Language 5 Sangenism 6 Hypothesis Thinking 7 Quick Decision report-inform-consult