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businessThink: Rules for Getting It Right--Now, and No Matter What

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Item description for businessThink: Rules for Getting It Right--Now, and No Matter What by David Marcum...

Over fifty percent of all business decisions fail; eighty-two percent of businesses go under before their tenth anniversary and eight out of ten new products fail. In direct contrast, research also shows that ninety-one percent of all businesspeople are as confident as ever in making decisions. Decision confidence is up. Success is down. While we are an inventive, entrepreneurial society, an innovation explosion has also been marked by business implosion.

To improve the odds for success, the authors of businessThink deliver a revolutionary new method that bridges the monumental gap between the results businesspeople want and the failure they often get. The rules of businessThink provide tomorrow's leaders with the ability to create effective solutions and take themselves and their companies into the zone of optimum performance. businessThink transforms "workers" into businesspeople with provocative, powerful new rules that will help you:

  • Make winning strategic business decisions
  • Have colleagues trust your judgment and leadership
  • Leverage and utilize your talents
  • Become highly influential and relevant
  • Create business value

With rules like "Check Your Ego at the Door," "Move Off the Solution," "Create Curiosity," and "Get Evidence," businessThink goes where other business books are afraid to go and promises to significantly increase results by delivering hard-core business thinking and fusing it with high intuition and emotional intelligence to get it right -- no matter what!

Outline Review
Businesses will only achieve their true potential, according to Dave Marcum, Steve Smith, and Mahan Khalsa, when the people that run them learn to "think business." In businessThink, the authors, all corporate veterans now with the FranklinCovey leadership development organization, propose eight rules that create a framework for cultivating this different thought process. "Most people are just going through the motions of doing (not thinking) business--merely practicing their comfortable old routines," they write. "Others, the really successful ones, are getting killer results through changing their thinking to become more disciplined, rigorous, creative, and sound." Applicable to any position, from staffer to senior executive, the principles are: check your ego at the door (to develop an open, united atmosphere); create curiosity (to uncover new options); move off the solution (to clarify the issue); get evidence (to clarify the problem); calculate the impact (to weigh investment against return); explore the ripple effect (to view the big picture); slow down for yellow lights (to watch for obstacles); and discover the cause (to understand underlying truths). Each element is fleshed out in one or more chapters that showcase them in identifiable, real-world situations. The combination adds up to a logical, feasible program that virtually everyone can follow. --Howard Rothman

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Item Specifications...

Pages   5
Est. Packaging Dimensions:   Length: 5.72" Width: 5.1" Height: 0.99"
Weight:   0.49 lbs.
Binding  CD
Release Date   May 1, 2002
Publisher   Covey
ISBN  1929494653  
ISBN13  9781929494651  

Availability  0 units.

More About David Marcum

Register your artisan biography and upload your photo! David Marcum and Steven Smith travel the world teaching people to utilize the corporate asset of ego and limit its liabilities. With decades of experience and degrees in management and psychology, theyve worked with organizations including Microsoft, Accenture, the U.S. Air Force, General Electric, Disney, and State Farm. Their work has been published in eighteen languages in more than forty countries.

David Marcum was born in 1960.

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Product Categories

1Books > Audio CDs > Business > General
2Books > Subjects > Business & Investing > Business Life > Communication > General
3Books > Subjects > Business & Investing > Business Life > General
4Books > Subjects > Business & Investing > General

Reviews - What do customers think about businessThink: Rules for Getting It Right--Now, and No Matter What?

An overdose of self-praise, little originality or practicality  Aug 25, 2005
Do not read businessThink, unless you want to learn how to write hundreds of pages of common knowledge and hype it as revolutionary thinking. The book does contain useful thoughts but they are definitely not new and are wrapped in disgusting self-propaganda for the businessThink "methodology". The authors do not demonstrate any significant knowledge of business best practices or the relevant literature, consequently the examples used to underline the points are far from enlightening.

Normally I stop reading such books before the end of the introduction, but being on holiday and the weather being rainy, I got as far as the beginning of Chapter 5. Then I decided that businessThink was not even worth the $6 bargain price I paid for it.

I do not expect every business book to contain breakthrough ideas (for instance, I enjoyed reading "Thinking Inside the Box" even if it claimed to contain only the old, commonsense rules of business). However, what Marcum and Smith did in this book; pasting together trite from business literature, calling it "revolutionary" on every second page of the book, lacing it with irrelevant or imprecise examples, and using a conceited and patronizing style in the meantime is way too much for me.

Being mostly a compilation of common business knowledge, businessThink does give you some good general advice, but much better business books exist, with more relevant and practical examples and written by more modest authors.

Let me share with you what I have read in the first four chapters and then you can decide whether you are interested in the rest. (My comments are in parentheses.)

Foreword by Stephen R. Covey: Powerful breakthroughs need a paradigm change, not just a change in attitudes. He believes that businessThink "presents a provocative, principle-centered paradigm shift for rethinking the way we do business". This book is "every person's MBA for the real world". And this goes on for 8 pages... (By the way, if I hear or read "paradigm change" or "paradigm shift" I get immediately suspicious. This is one of the favorite phrases of empty-headed corporate parrots.)

Introduction: Despite of an "innovation explosion" and a confidence among entrepreneurs, most businesses fail. This is because most businesspeople just "do" business and not think about it. (This is the first of many not-so-solid conclusions of the authors. A business can fail for many reasons, inadequate thinking being just one important aspect.)
But do not worry, all you feeble-minded, unable-to-think-coherently businesspeople around the globe, because here we are to help you out with our eight rules that "will be the seeds of a much-needed revolution in business". We offer a complete, fail-proof solution to the "dysfunction of the real business world". Live by these rules and "you will develop a business instinct or seventh sense".
If you learn how to think correctly - that is, if you adopt businessThink - then it will be better for both you and for your company. Since you may find this idea difficult to comprehend, let us elaborate the upsides of thinking versus not thinking. (And they actually list the advantages of using your brain at work! This is probably necessary because the moronic reader has not learnt businessThink yet. By the end of the book, he might be able to assemble such a list himself, but for the time being he surely needs instruction by the bright authors on this point.)

Chapter 1: Today thinking is the most important activity of businesses. But most decisions fail, while decision confidence is high. (The authors cite research results, some of them without proper reference.)
Let us see an example of a company making bad decisions - Webvan. (A verbatim quote from Fortune magazine follows, with what I believe to be a rather shallow analysis of Webvan's failure. Surfing on the Net, I found a better article on the topic in 5 minutes. If Marcum and Smith could not come up with an original example, at least they should have chosen their quote wisely.)
In today's business white-collar productivity is all-important. Thinking is everybody's job. (I believe, I've also heard this before...)
Currently in most businesses "there is no common approach or common criteria for making decisions". But here are the Eight Rules of businessThink listed and shortly explained.
Neither EQ, nor IQ is enough for proper application of businessThink, you need a fusion of the two.

Chapters 2 and 3: The first rule is "Check Your Ego at the Door". That is, listen to others, do not be overconfident, show humility etc. (Of course, this rule is only applicable in business decisions but you can forget about it when you write business books - at least that's what Marcum and Smith seem to think...)
Some of the revolutionary ideas regarding the first rule include:
- Don't think black and white, but consider other options.
- Beware the absolutes like all, never etc.
For your convenience, these rules are also demonstrated in business scenarios, comparing the "old school" thinking with businessThink.
(Many of these thoughts are meaningful. The only problem is that the "old school" does not exist. At least I have never read any business book or methodology that would recommend that on a company meeting you should say things like "The idiots. I totally agree with you..." instead of "What kind of information could we get together...?". Of course in practice you will meet stupid reactions, but this is not because of some pervasive "old school". Smart people have avoided thinking black and white for centuries, while dumb people will continue to react stupidly. So it is a ridiculous claim of the authors that businessThink provides the reader with a completely new approach.)

Chapter 4: The second rule is "Create curiosity". Ask questions, refresh your beliefs and forget about hierarchy and titles.
(This is of course not bad advice, but the examples cited range from the inaccurate - Grace Murray Hopper inventing the COBOL language - to the unproven in practice - the company IDEO reinventing the shopping cart in a TV show -, indicating a lack of serious knowledge or adequate research by Marcum and Smith on this topic. This shallowness of the authors is also evident from other parts of the book, e.g. in the beginning of Chapter 5 they cite a research result but instead of referencing the original publication they refer to another book. I would expect that if you make an experiment a starting point of a chapter in your book, you would actually read the original report in full, not just some interpretation of it.)

Enough said... If you are really in need all these ideas then I doubt that you will profit from any book, including this one. I give two stars for the glitters of humor and for the honesty of the authors' own failure stories.
A framework for decisions  Jan 18, 2004
There aren't many new ideas within this publication - hence 4 stars. I couldn't help but think of De Bono's six thinking hats as a framework for thinking that has many parallels with the BusinessThink publication.
However, that doesn't detract from what is a message that needs repeating and a message that needs to be absorbed by all of us to make the process of decision making (and thinking in general) more productive.
You're going to get value from this book where dysfunction is at its greatest. If you're already part of a productive team you're probably going to read this book and see recognition of what you're already doing rather than learn anything new.
Personally, this books remains a favourite. Whenever we make a few successful decisions (or believe we do) this is the first sort of book we disparage and neglect. But it's just when we start to believe our infallibility and skip steps within this framework that we start to make blunders.

The authors introduce some interesting statistics: successful decisions are fewer on the ground that what our beliefs might suggest.

An exercise in cynical plagarism  Jan 6, 2004
Some time ago I read the excellent "Let's Get Real Or Let's Not Play" by Mahan Khalsa. Seeing him listed as one of the authors of "BusinessThink" I bought it. Only then did I discover that Khalsa appears to have had very little to do with "BusinessThink" (in a long list of acknowledgements he doesn't even feature) and, more seriously, that "BusinessThink" is essentially just a rewrite of "Let's get Real" - indeed whole swathes of "BusinessThink" consists of word for word plagarism of "Let's Get Real". Had there been some acknowledgement of this fact by the authors or Franklin Covey this practice might, just, have been okay. But there is no hint in the introduction, or elsewhere, that "BusinessThink" is just a slightly reworked "Let's Get Real". Shame on the authors, on FranklinCovey, and on the publishers for this exercise in cynicism.
How to get things done!  Dec 10, 2003
I loved this book. As a manager in a large company I've found that it can be difficult to deal with all of the politics, games, and ego's that are part of my daily routine. Business Think provides a methodology for dealing with all of the bull that goes on in business. It also gave me a good outline to make better decisions and be able to determine the things that I should be doing from those things that I could be doing.
Finally, a book for the real world!  Dec 6, 2003
This is one of the rare business books that isn't chuck full of useless theory or excessive amounts of research with no application. This book provides real skills and a real business tool for objective thinking. I now understand how to build a logical buisness case for or against a presented solution, rather than the typical impulsive projects that are typically based off of bias, ego, opinion, or gut feel. The emphasis on ego is invaluable. Ego costs companies millions of dollars every day, primarily because everyone's in denial that it exist. Thank you businessThink for finally bring a book to the table that is insync with business realities.

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