Learn or leave the market

ED
DECISI
ON, AN
SWER 
 
THE AB
OVE Q
UESTI
ONS A
ND 
EVALU
ATE TH
EM
ON A “
WHEEL
”
SCALE
D FRO
M 1 TO 5
a possibility of different 
results? Is it a direct, indirect, 
or false relationship?
Assess the scope. 
Approach the issue 
from a different perspective, 
perhaps even a perspective 
completely opposite from 
your own. The solution to your 
problem may be where you 
least expect it. Could better 
financial results be achieved 
without changing the develop-
ment strategy? 
Assess the complexity.
What makes this problem 
difficult? Which aspects of the 
problem need to be resolved 
urgently? In other words, you 
need to prioritize the obstacles 
that stand in the way of adopt-
ing the new strategy.
Assess impartiality. 
Does anyone, including 
you, have a personal inter-
est in the outcome of the 
decision? Would you and the 
team be prepared to adopt 
an alternative decision? Once 
you answer these questions 
honestly, you may discover 
that the need for a new 
strategy is, in fact, a self-cen-
tered invention proposed 
by the management team 
rather than a reflection of the 
company’s true needs.

---

 Chapter 4. How to Choose or Change Your Profession.
An expert group from Microsoft, 
Apple, Cisco, and Dell came 
up with the concept of the Four 
C’s back in 2002. 
In the 21st century, you must 
possess all four of these key skills 
in the workplace.