文档介绍：Session2:ProblemStructuringTheoryofproblemstructuringPracticalapplicationby“buildingacase”formultiplepossibleusessuchasAproposalyoumakeAnansweryougiveApositionyoutakeTheory:StepsinProblemStructuringFirst:howdidyouarriveatthispositionandwhyisitofinteresttome?Fourdistinctsub-stepshere:Businessasusual:plicationarisesAnobviousquestionthenarises:.“Whattodoaboutit?”Inresponsetothisquestionyoudevelopananswer(plicationQuestionSomethingwentwrongWhatdowedo?SomethingcouldgowrongHowcanwepreventit?SomethingchangedWhatshouldwedo?SomethingcouldchangeHowshouldwereact?Here’swhatyoumightexpecttofindinitDowefindit?Here’ssomeonewithadifferentpointofviewWhoisright?InthissituationwehavethreealternativesWhichoneshouldwetake?From:,ThePyramidPrincipleStepsinProblemStructuring(2)Second:captureattentionofreaderordevelopdepthofargumentEstablishaquestion,answerit,(3)Third:(notmutuallyexclusive)Gaps(notcollectivelyexhaustive)eptedlogicoforderingTemporal(AbeforeBbeforeC)Structural(USDivision,EuropeanDivision)Otherbasicrelationship:Part/whole Opposition Similarity ImportanceTheproblemwithACMEBottle“ACMEBottle”hasbeenlosingmoney.“Diversified”,ownerof49%ofACME,hasreceivedanoffertosellACMEfor$’:$97million?ACMEreport:InductiveShouldDudekeepACMEandfocusonsellingvalueaddedproducts?WillasmallincreaseinprofitsbringACMEabove$97million?Doesindustryperformancesuggestthatasmallincreaseisreasonable?Doplayershavetoselleithervalue-essful?DoACME’sR&D&qualityresultsmatchthoseofleadingvalue-addedplayers?IsACME’stechnicallyknowledgeablesales-forceamongthemostrespe