By Dan Roam
An unique workbook significant other to the acclaimed enterprise bestseller The again of the Napkin
Dan Roam's The again of the Napkin, a BusinessWeek bestseller, taught readers the facility of brainstorming and speaking with images. It offered a brand new and interesting approach to resolve every kind of problems-from the boardroom to the revenues flooring to the cubicle jungle.
The better half workbook, Unfolding the Napkin, is helping readers placed Roam's rules into perform with step by step directions. it is full of special case reviews, guided selfmade workouts, and lots of clean house for drawing. Roam dependent the booklet as a whole four-day visual-thinking seminar, taking readers step by step from "I cannot draw" to "Here is the image I drew that i feel will shop the world."
The workbook teaches readers how to:
•Improve their 3 "built-in" visible challenge fixing instruments.
•Apply the four-step visible considering strategy (look-see-imagine-show) in any enterprise scenario.
•Instantly increase their visible imaginations.
•Learn tips on how to realize the kind of challenge to decide on the easiest visible answer.
If The again of the Napkin was once a advisor to superb eating, Unfolding the Napkin is the cookbook that might quickly be seriously marked up and dogeared.
Read Online or Download Unfolding the Napkin: The Hands-On Method for Solving Complex Problems with Simple Pictures PDF
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Additional info for Unfolding the Napkin: The Hands-On Method for Solving Complex Problems with Simple Pictures
Sample text
Option 2: The Checklist The checklist is straightforward and easy to follow but doesn’t give us any overall sense of where we’re going. It is just a series of steps, so we really have no idea where we’re headed until we get there. As long as all the steps are correct and we follow them in precise order, we should be fine. But without a broader context, if just one instruction is wrong or if we miss one step, we’ll be lost without any way of getting back on course. ) Option 3: The Map The map gives us a complete, overall view of the city (all the context in the world) and a clear path to follow through it.
He told his people that neither he nor anyone in the room had ever experienced a crisis of this speed and scale. He told them that although he couldn’t promise that AmericanWay would even be in business in a year, he knew this team’s good planning and near perfect execution in the previous years had left AmericanWay in the best possible position to weather the storm. Mike said it was the people in the room that day who would share responsibility for whatever happened next at AmericanWay. If the company passed through this difficult time and came out on the other side, it would be because the people in this room made it so.
I want to1. Go to the board and start drawing circles and boxes. 2. Go to the board and start writing categorized lists. 3. Add something to clarify what’s already up there. 4. Forget the whiteboard—we’ve got work to do! 5. I hate brainstorming sessions. b. Someone hands me a pen and asks me to sketch out a particular idea. I:1. Ask for more pens—in at least three colors. 2. Just start sketching and see what emerges. 3. Say, “I can’t draw, but . . ” and make something ugly. 4. Write a few words then put boxes around them.