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Reframe The Problem

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Another strategy to get to a solution quicker when faced with a hard situation is to reframe the problem. Consider a central problem faced by Disney World: long lines. Most rides have limited seating, so the only way to move more people through the ride in the same amount of time is to build more apparatuses for the same ride. That's expensive, involves closing the ride for a substantial period, and may not even be realistically possible given space constraints. But what if the problem was reframed not as "How do we move people through the line faster?" but "How do we make people happier while they wait in line."

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Chapter:

Spend Your Time Wisely

Section:

Shortcut Your Way To Success

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North Star
Compound Interest
Two-Front Wars
Multitasking
The Top Idea In Your Mind
Deep Work
Eisenhower Decision Matrix
Sayre's Law
Bike Shedding
Opportunity Cost
Opportunity Cost Of Capital
Best Alternative To A Negotiated Agreement (BATNA)
Leverage
High-Leverage Activities
Pareto Principle (80/20 Rule)
Power Law Distribution
Law Of Diminishing Returns
Law Of Diminishing Utility
Negative Returns
Burnout
Present Bias
Discount Rate
Discounted Cash Flow
Hyperbolic Discounting
Commitment
Default Effect
Parkinson's Law
Hofstadter's Law
Loss Aversion
Sunk-Cost Fallacy
Design Pattern
Anti-Pattern
Brute Force
Algorithms
Black Boxes
Automation
Economies Of Scale
Parallel Processing
Divide And Conquer
Reframe The Problem
Social Engineering
Natural Selection
Scientific Method
Inertia
Strategy Tax
Shirky Principle
Lindy Effect
Peak
Momentum
Flywheel
Homeostasis
Activation Energy
Catalyst
Forcing Function
Critical Mass
Chain Reaction
Tipping Point
Technology Adoption Life Cycle
S Curves
Network Effects
Metcalfe's Law
Cascading Failure
Butterfly Effect
Luck Surface Area
Entropy
2x2 Matrices
Polarity
Black-And-White Fallacy
In-Group Favoritism
Out-Group Bias
Zero-Sum
Win-Win
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