Licensed books on medicine
<< Previous || Next >> |
Unwritten rules of visual thinking
For each day there is a main theme related to the things we are looking at. I call these topics "four unwritten rules for visual problem solving." I use the word "unwritten" for two reasons. First of all, I never saw them written. And besides, they are so important that I do not want us to limit ourselves to a simple recording. I want our brains to believe: we chose every rule, twisted, looked and thought about what it looks like and what it means. Moreover, I want us to literally draw every rule.
Let's look at the problems we fixed a little earlier, a little differently.
How confident are you in your ability to solve them? Personally, I am sure that I can find a way to solve a small problem (lost pens), most likely, I will be able to solve the problem of medium gravity (late payment of taxes) and I'm not entirely sure of solving a major problem (cutting all my clients' budgets). That is, I can at best solve half of my problems, and this seems rather unpleasant.
Let's look at the situation differently. The very wording (I lose hands, I do not have time to file a tax return, I run out of money) is already pushing me to a decision (to stop losing handles, to file declarations in time, to earn big money).
This is good, because in order to solve the problem, I must imagine what it is.
But if I'm really going to solve the problem, I need to know more about it: What are its driving forces? Who are the players? What time frame or monetary framework are we talking about? When should the problem be solved? And, for starters, how did we get to the situation? The answer to such questions, that is, the introduction of the problem into a framework that allows solving it, requires serious efforts. And in the business world, everything that requires effort requires investments.
Excellent: we all already know that to solve business problems you can not do without money. But how often do we think about how much money it takes to even formulate a problem? This is indeed a serious matter, much more complicated than the solution itself. The ability to portray problems on the map means that we understand the issue well enough to be able to cope with it. But this does not stop there: if we can effectively depict players on the map, elements of the problem, time and other components, then, most likely, they have already drawn a solution; we just need to learn to see it.
| << Previous || Next >> |
| = Skip to the content of the tutorial = |
Unwritten rules of visual thinking
- Quick review: Visual thinking on a napkin
Visual thinking on a napkin: we can solve our problems with pictures. You do not need long explanations if you read "Visual thinking". Now I'm talking about the same, but in more detail and consistently. If you are not familiar with the previous book, here - in brief - its main provisions. I believe that we can solve business problems (whatever they are),
- Stages of the process of visual thinking
The most important thing in visual thinking is to develop not drawing skills, but the ability to look and see. 1. View Collect and filter information • Scan the overall picture • Define the boundaries of the vision • Select the initial course of action 2. View Select and group information • Filter by the degree of utility and importance • Classify and organize •
- The rule of visual thinking "6 x 6"
Each of the six ways to see corresponds to a certain way to bring ideas to the audience. This table shows and classifies all graphic images to solve problems. It allows you to map the basic 6W axes and the SQVID imagery activation tool. This code, like a multiplication table, helps to determine which pattern to use, depending on what it is
- Putting it all together: the code of visual thinking
To see the places where the 6 x 6 rule and the SQVID are superimposed, we will do what we always do to solve the problem "where", - we will create the scheme *. * Remember, the rule 6x6 says that for the problem of "where" we draw a diagram, for the problem of "when" - the time line, etc. I hope you already understand how these simple elements come together. We really can use them
- How to use the code of visual thinking: and again about tea utensils
The code of visual thinking can be considered a simple crib, to which we refer, when we need inspiration or guidance. We already know (thanks to the 6 x b rule) which pictures to draw, and (thanks to SQVID)) understand which version is most appropriate in those or other circumstances. All that the code gives is a visual aggregate of what we already know. To show,
- Roem Dan. The practice of visual thinking, 2013
- Roem Dan. Practice of visual thinking. Part II, 2013
- Roem Dan .. Visual thinking. Solving problems and selling ideas with pictures on a napkin, 2008
- Unwritten rule I
The one who is most capable of describing the problem better than others has a better chance of solving it. I propose a question. If it is business, then who is likely to get the money: a person who says: "I see a problem" - or a person saying: "I see a problem, it looks like this, and its solution may look something like this"? If I had to distribute my limited resources to solve problems with
- Unwritten rule 4
This brings us to unwritten rule 4. When Microsoft executives asked me who created the software that allowed to draw such "human" images, I knew that they did not mean any deity or 300 million years of visual evolution. Their actions reinforced one of the most common beliefs of our time: we allegedly can not successfully think without
- Unwritten rule 3
The problems are not solved by the most sensible or the strongest. They are solved by those who see opportunities. We have already considered many problems, from corporate rebranding to buying bananas. And if the main idea of this book has not yet become clear to you, I will repeat it again: if we see a problem, we see its solution. This is very important, and I want to be very clear. See
- Unwritten rule 2
We can not solve a problem that captures us completely. In order to understand what we are seeing, we need to break the problem into pieces that can be swallowed at a time. Most of us do not just deal with complex problems, especially if they have many dynamic elements *. We, people, know how to recognize regularities **, but it is difficult for us to identify them when
- LESSON 11 Desmurgy. Rules for the imposition of bandages, dressings. First pre-medical care for dislocations and fractures. Transport immobilization. Rules for the imposition of tires.
Purpose: To teach students to perform dressings, apply bandages to any part of the body, identify clinical symptoms of dislocations and fractures, and make transport immobilization of the affected person. Control questions 1. Prepare for the final control work on topics 7-10. 2. Desmurgy. Rules for the imposition of a soft bandage. 3. What bands of bandages you know about your head. Show them