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Record Nr. |
UNINA9910163401803321 |
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Autore |
Schonwandt Walter L. |
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Titolo |
Solving complex problems : a handbook / / Walter L. Schonwandt |
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Pubbl/distr/stampa |
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Berlin, [Germany] : , : Jovis, , 2013 |
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©2013 |
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ISBN |
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Edizione |
[1st ed.] |
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Descrizione fisica |
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1 online resource (360 p.) |
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Disciplina |
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Soggetti |
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Architectural design - Decision making |
Planning - Decision making |
Problem solving - Methodology |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references. |
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Nota di contenuto |
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Cover; Title Page; Contents; 0. Preface; Problems First?; Why another handbook? On relevance, contents, and general comprehensibility; 1. Deficient states; Problems First!; No solution? No problem!; What do we mean by complexity?; The constituent parts of a problem; The deficient state A[-]; The target state B[+]; The unknown measures M?; Shifting problems; Conclusion; Working aid; 2. Mechanisms of action and propositions; A map of solutions; The interrelation between causes and measures during problem-solving; A note on the issue of causality; Cause - measure - consequences - assessment |
A useful working aid: the map of solutionsPractical guidelines for the map of solutions; An example of implementation: plastic waste; The bundle of measures; Working aids/possible error sources; Conclusion; 3. Search space extensions; Major and minor tools; Concepts; Attributes of concepts and their relevance; Working aids; Approach; 4. The finer tools: guarantors, restrictions, arenas, agendas, forecasts; Guarantors; Restrictions; Arena and agenda; Forecasts; 5. Cognitive traps; I think, therefore I err ...; Recurring traps; Cognitive traps during teamwork; Conclusion; 6. Concluding remarks |
Working aidsOn chapter 1; On chapter 2; On chapter 3; On chapter 4; On chapter 5; "... for those who want to read more ..."; Bibliography; Copyright |
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Sommario/riassunto |
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When you're planning something big, problems appear rather quickly. We hear of them on a daily basis. The bigger or more complex a task, the more we have to deal with complicated, multidisciplinary task formulations. In many cases it is architecture, including urban and spatial planning, but also politics and all types of organizational forms, irrespective of whether they are public authorities or private enterprises, which are expected to deliver functional solutions for such challenges. This is precisely where this book is helpful. It introduces a methodology for developing target-specific, |
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