Top critical review
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Good thoughts on workarounds, but strays into other areas that were not useful
on April 15, 2011
This is a somewhat difficult review to write, as there is some truly useful guidance in the book, particularly in the first 80 pages. In fact, I will be keeping some of the lists of questions, particularly in how to examine motivations of those we perceive as roadblocks.
Why only 3 stars? The last half of the book seems to be filler. Much of it is re-hashing of other ideas, and sometimes barely relevant to the topic of workarounds. A perfect example is the section on e-mail and e-mail etiquette. It is mainly a re-hashing of Tony Schwartz' ideas. The author credits Schwartz, but putting in a couple pages recapping a book on e-mail seemed pointless. Also, if you have read "Getting Things Done" and similar books, you will find the same ideas in here.
Maybe it would have been better if I had the book on hard copy where I find it easier to flip through the filler sections, but I found the last half of the book to be very frustrating. By time I plowed through it begrudgingly over a couple weeks, I had to go back to my earlier highlights to remember what I had originally liked about it.
So, if your expectations are to get some good advice on workarounds in an organization, go for it, and use it more as a study guide or reference. As a book, however, the last half is a chore to get through.