By Alexander Koblenz
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Think you're a membership participant who has been given the chance to speak at size with a recognized grandmaster. How may you are making the main of this opportunity? Club avid gamers are blind to the subtleties that exist in grandmaster chess. Great gamers can examine chess at a intensity that's unfathomable to amateurs.
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Extra resources for Ajedrez de entrenamiento
Kepner and Tregoe’s definition is essentially convergent in that problem solvers attempt to converge on a cause by eliminating various alternative explanations. Idea generation, in contrast, is more divergent—problem solvers attempt to generate many different alternatives. In the case of idea generation, however, alternatives are solutions and not 21 TLFeBOOK explanations. Because the idea generation activities in this book are divergent, Kepner and Tregoe’s definition doesn’t fit. A Gap Between the Real and the Ideal MacCrimmon and Taylor (1976) propose another definition that is more appropriate for our purposes and has remained a standard over the years.
Lose face and the organization goes on to play another day; lose too much market share or customer base and the game soon may be over. Viewed this way, risk taking isn’t so bad. Because idea generation activities involve risks of generation and not implementation, be willing to suggest whatever ideas pop up. Remember, ideas are the raw material of solutions and not the final product. Initial ideas have the potential to spark more practical solutions. They don’t all have to be winners. Adopt this philosophy and you’ll remove a lot of pressure when generating ideas.
Only a person who risks is free. —Anonymous Not all risks are equal. Some risks are more serious than others. For instance, the potential risks of idea generation are much less serious than the risks of implementation. Every time we think of or suggest an idea, we take a risk. Because we can’t survive without new ideas, we must constantly take such risks. The likely negative consequences of suggesting a “stupid” idea, however, pale in comparison with the risks of implementing an idea. Introducing a product, process, or service that later fails will cost an organization much more than any embarrassment someone might experience from suggesting a so-called stupid idea.
Ajedrez de entrenamiento by Alexander Koblenz