Chapter 2
How We Miss Hidden Potential
A few years ago I would have been surprised to be writing a book called Start with What Works. The notion would have sounded obvious. But if you look at what actually happens in organisations, you’ll see that managers often start with what doesn’t work. And from one point of view, it makes sense. Managers need to be good problem solvers: that means they are looking for what is not working so they can run in and solve it. But although they succeed in solving those problems and therefore keeping the show on the road, they may be reinforcing a mindset of limited expectations.
Here’s what I mean. Given a problem, ...
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