The first basic routine concerned organizational skills. In time we would refine and consolidate these routines into four rational processes for managing. In practice, the most effective managers we observed used variations of four distinct routines or patterns of thinking, in handling problems and decisions. We found that "problem solving" was not a very useful term: There was no single mental process a manager could adopt to focus on all situations that might arise. We then went into the field to talk with and observe real managers at work-and we began to learn. We studied the literature on decision making, or "problem solving" as it was termed in those days, and found little that was helpful. Kepner-Tregoe and Associates consisted of two people with a few half-formed ideas and a pint-sized office in a garage. RAND was not interested in our pursuing this line of inquiry, so we left the organization and set up our own company. A more rational approach-one devised to collect and make the best use of all important pieces of information-would be a vast improvement over the countless disorderly approaches we had observed. We concluded that the process of gathering and organizing information for decision making needed improvement. We found that most of these decisions were bad because certain important pieces of available information had been ignored, dscounted, or given insufficient attention. Wondering how such poor decisions ever came to be made, we decided to look into their histories. In the course of our work, we witnessed a number of decisions in government agencies and in private industry that ranged in quabty from questionable to catastrophic. ![]() NTRODUCT In 1957 we were doing social science research with the RAND Corporation. We wish also to acknowledge the assistance of The Hudson Group, Inc., Pleasantville, New York, in the preparation of this book. ![]() We wish to thank all of these people for the contributions they have made. We could not have written this book without them, for it largely reports the experiences of others in using and promoting these ideas. Our own colleagues and associates have been particularly helpfil. Several thousand Program Leaders have also shared their insights with us. More than a thousand client organizations around the world have shared information with us, often of a highly proprietary nature, in an effort to learn more about Rational Process. Thousands of individuals have used the procedures and concepts of Rational Management on the job, against real concerns and problems, and have then told us of their experiences. Installing Rational Process Within an Organization 209 INDEX 2 2 1ĪCKNOWLEDGMENT A great many people have contributed to the writing of this book, far too many to name. Managing Human Performance Problems CHAPTER 9 Problem Analysis 3 3 Uses of Problem Analysis 57 The Premises of Rational Management CHAPTER 2 8101 801017īook and jacket design: Pam Forde Graphics Box 704, Research Road, Princeton, New Jersey 08540 Library of Congress Catalog Card No.: 80-84367 Tregoe, Benjamin B. ![]() For information address Princeton Research Press P.O. This book, or parts thereof, may not be reproduced in any form without written permission of the publisher, except in the case of brief quotations embodied in critical articles and reviews. Princeton NJ USA Library of Congress Catalog Card Number: 80-84367 AU rights reserved.
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