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In this acclaimed American/Japanese collaboration,
two international scholars and consultants reveal the results
of their ground-breaking studies: how the most intuitive
and creative leaders and organizations solve problems.
Authors Nadler and Hibino discerned seven
principles or assumptions consistently used by all effective
problem solvers. These principles constitute the framework
for Breakthrough Thinking, Revised 2nd Edition.
The importance of Breakthrough Thinking
cannot be overestimated. Every day, in offices, factories,
and homes, people try to solve problems. Yet more often
than not, their "solutions" are inappropriate,
even harmful. It is the contention of the authors that incorrect
thinking is the most fundamental reason for the failures
of many enterprises. Here, they show how to correct this.
The Breakthrough Thinking principles are
not mere theories. They have been applied and verified scientifically.
As a result, they are practiced worldwide by some of the
most successful and innovative organizations, ranging from
industrial giants like Mitsubishi and Cummins Engine to
consultants, hospitals, and small companies.
Gerald Nadler, Ph.D., is IBM chair emeritus
in Engineering Management at the University of Southern
California, a past president of the Institute of Industrial
Engineers, and a consultant to some of North America's foremost
corporations and government organizations.
Shozo Hibino, Ph.D., is Professor of
Planning and Design at the Chukyo University, Japan, a vice
president of The Center for Breakthrough Thinking, and a
vice president of Japan Planology Society. He has consulted
for many Japanese companies, government organizations, and
Junior Chambers. He has published many books in Japan, Korea,
and China. He received the Phi Kappa Faculty Recognition
Award in 1990 and the Ban Memorial Award in 1993.
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