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In my last corporate life, during my Management Development sentence period, I taught and constantly applied the slightly older and more detailed Kepner-Tregoe Problem-Solving and Decision-Making process. It was the foundation of all management decisions at that conglomerate and supplied a common univerally understood vocabulary to assure the same rigorous analytical approach to every issue, solution and program. That also probably had a lot to do with the Compensation Audit format I later created to specifically identify most if not all of those variables. If you don't know those fact areas, you can't create fully effective and responsive contingent or preventive action steps.

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