Chapter 2 – Avoid a Narrow Frame

Decisive

 

In this chapter Dan and Chip explore the problems created when individuals and organizations confine their thinking to whether or not to do something instead of exploring all of the possibilities. This is caused by focusing on the current options because other things our out of thinking process due to lack of expanding the possibilities.

Their method for escaping the narrow frame is to consider two alternatives. The first is to think about the opportunity cost of not looking beyond the whether or not question. An example used in the book is Quaker buying Snapple at an outrageous price based on past success with another product. The second is to take the approach of what if the current options disappeared. When this occurs, individual are forced to consider other alternatives.

Have you found yourself getting overly caught up in using whether or not questions instead of seeking out additional possibilities? If so, did time reveal that there was a better solution than the whether or not option?

About caseywheeler

My interests include: Model trains, Reading, Genealogy, New York Yankees and helping organizations be successful.
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