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- Herausgeber: Business Book Summaries
- Kategorie: Lebensstil
- Sprache: Englisch
The must-read summary of Mark Eppler's book: "The Wright Way: 7 Problem-Solving Principles from the Wright Brothers that Can Make Your Business Soar".
This complete summary of the ideas from Mark Eppler's book "The Wright Way" tells the story of the Wright brothers, who successfully built and flew an aeroplane in 1903, despite most people believing it was impossible. In his book, the author analyses the keys to their success, highlighting their approach to problem solving in seven principles, which can be directly applied to solve the challenging problems in the broader business community today. This summary describes each of the seven principles in detail and explains how you can apply them to your business.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your business knowledge
To learn more, read "The Wright Way" and discover how you can apply the principles of these two high-flyers to get your business off the ground and make it soar.
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Seitenzahl: 39
Veröffentlichungsjahr: 2014
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Book PresentationThe Wright Way by Mark Eppler
Book Abstract
About the Author
Important Note About This Ebook
Summary of The Wright Way (Mark Eppler)
Principle #1: Forging – use constructive conflict to come up with strong ideas
Principle #2: Tackle the tyrant – Always tackle the hardest part of a problem first
Principle #3: Tinkering – look for conceptual or tactile connections and contrasts
Principle #4: Rigid flexibility – consider possibilities outside the normal boundaries
Principle #5: Ongoing learning – make learning new ideas a lifelong passion
Principle #6: Measure twice – be methodical and meticulous in solving problems
Principle #7: Multiplication – harness the power of a team to achieve much more
Book PresentationThe Wright Way by Mark Eppler
Book Abstract
MAIN IDEA
On December 17, 1903, two unassuming bicycle builders Wilbur and Orville Wright did something most people assumed was impossible – they successfully flew an airplane they had designed and built themselves. This was a highly impressive achievement if for no other reason than many larger and much better funded organizations (including Thomas Edison, the Smithsonian Institution and the U.S. military) had already tried and failed to do the same.
So how, exactly, did the Wrights succeed where so many others had failed? Their approach to solving the problem of flight can be distilled into seven principles which are directly relevant to the challenges of solving problems in the broader business community:
“The one aspect of the Wright brother’s story that has yet to be told is that a key component of their problem-solving process was the application of a set of identifiable principles. These comprise a problem-solving model that I call ‘The Wright Way’ These principles, if applied to your business or organization, will not just get it off the ground, they will make it soar.”
– Mark Eppler
About the Author
MARK EPPLER (a graduate of Indiana University) is a professional speaker and seminar presenter who specializes in leadership, management and communication issues. He is a former university lecturer and has over twenty years’ experience as a marketing executive in the electronics industry including serving as CEO of a component manufacturer. Mr. Eppler is also the author of Management Mess-Ups.
Mr. Eppler’s personal Web site is atwww.markeppler.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of The Wright Way (Mark Eppler)
Principle #1: Forging – use constructive conflict to come up with strong ideas
Always use conflict constructively to uncover and then validate new ideas and strategies. When a new idea has been subjected to the heat of discussion and the mental blows of contention, a much more practical solution is likely to emerge. Let the evaluation of new ideas be robust and thorough.
Wilbur and Orville Wright frequently had “intense discussions” – they yelled at each other as they discussed ideas and options with enthusiasm. They were able to do this because each respected the other’s skills, and they had learned by trial-and-error that these thunderous discussions tended to produce results that would be strong and worthwhile. In this way, they worked their way through many alternative theories of flight until they came up with a workable solution to the problem.
Forging worked well for the Wrights because:
Both men had mental honesty – that is, they valued learning more highly than winning an argument.The goal was always convergence – to come up with the best possible idea, regardless of who came up with it first.They were prepared to genuinely listen to each other – and consider the ideas put forward by each other.Both were flexible thinkers – they were prepared to revise their original ideas as more information came out.They had self-confidence – which allowed them to debate ideas vigorously without fear that things would get out of hand and escalate into anger or personal attacks.In short, vigorous discussion of potential new ideas energized Wilbur and Orville Wright, and drove them forward. The Wrights had the advantage of family ties to smooth things over, but all organizations can and should take advantage of the principle of constructive conflict or forging to encourage debate and discussion more.
To make constructive criticism effective for your organization:
Start with an appraisal first – honestly assess whether or not your corporate culture will be conducive to some vigorous debate. Consider whether people will be offended if their ideas are challenged openly and passionately.Establish a clear and well-articulated objective
