Good Strategy Bad Strategy
Richard Rumelt
A clear guide to diagnosis, guiding policy, and coherent action.
Methods: Recommended Books
Analysis, judgment, action
Bulletproof Problem Solving
Charles Conn / Robert McLean
A practical method for structured, hypothesis-driven problem solving.
Decisive
Chip Heath / Dan Heath
Helps turn judgment into a more reliable decision process.
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Breakthrough Methods Preview Chapters
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Preface + Part One + Part Two
Preface
Preface | Most People Do Not Lose Because They Lack Effort, but Because They Do Not Know How to Handle Problems
Hard work does not help when problems are poorly defined, wrongly classified, or attacked too early.
Part One | Do Not Rush to Act: Most Problems Are Mishandled at the Beginning
Chapter 1 | Problems Are Not for Enduring; They Are for Decomposing
A problem becomes manageable when it is broken into parts instead of carried as one heavy emotional block.
Part One | Do Not Rush to Act: Most Problems Are Mishandled at the Beginning
Chapter 2 | Define the Problem Wrong, and Everything Afterward Goes Wrong
A wrong problem definition makes later analysis and execution drift away from the real issue.
Part One | Do Not Rush to Act: Most Problems Are Mishandled at the Beginning
Chapter 3 | Classify First: Not Every Problem Should Be Handled the Same Way
Different problems need different methods. Strategic, execution, relationship, learning, and resource problems should not be treated alike.
Part One | Do Not Rush to Act: Most Problems Are Mishandled at the Beginning
Chapter 4 | Many People Can Act, but They Act Too Early
Fast action feels productive, but acting before diagnosis often creates rework, waste, and deeper confusion.
Part Two | Define the Problem: Say the Problem Correctly First
Chapter 5 | Turning a Vague Problem Into a Clear One Is a Rare Ability
Most real problems begin as vague discomfort. Clear expression turns discomfort into a solvable object.
Part Two | Define the Problem: Say the Problem Correctly First
Chapter 6 | Distinguish Symptoms, Causes, Constraints, and Goals
Symptoms show what appears, causes explain why, constraints define boundaries, and goals provide direction.
Part Two | Define the Problem: Say the Problem Correctly First
Chapter 7 | Move from Complaint Language to Problem Language
Complaint language releases emotion but often traps action. Problem language turns dissatisfaction into responsibility and next steps.
Part Two | Define the Problem: Say the Problem Correctly First
Chapter 8 | How to Judge Whether a Problem Is Worth Solving
Not every clear problem deserves attention. Good judgment considers value, cost, timing, leverage, and opportunity cost.
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