Sunday, April 29, 2018

My New Book Part 3


My new book Part 3

In my last post, I introduced my Problem-Solving Road Map and then listed ten behaviors and personality traits that I believe are the basic genetic material shared and utilized by effective problem solvers.  The ten behaviors I listed were:

1.         Being Objective
2.         Being Analytical
3.         Being Creative
4.         Having Dedication, Commitment and Perseverance
5.         Being Curious
6.         Having Courage
7.         Having A Sense of Adventure
8.         Being Enthusiastic
9.         Being Patient
10.       Being Vigilant

In today’s post I will describe each of these behaviors in more detail.  It’s important to understand that these behaviors or traits do not have to exist in a single person, but rather the team must exhibit them.  Much of what I am posting is taken from my new book [1] The Problem-Solving, Problem-Prevention, and Decision-Making Guide - Organized and Systematic Roadmaps for Managers.

The DNA of Problem Solvers (con’t)
A problem solver must always be impartial and objective and not have preconceived notions, ideas or biases on what is causing the problem.  Each problem has its own set of conditions or circumstances and most of the time the answer lies in the data and information surrounding these conditions.  Without objectivity, crucial observations might be ignored or missed.  I have witnessed so many times individuals and teams jumping to causes and solutions before even understanding the problem.  Keeping an open mind throughout the process is critical.

A good problem solver must be analytical and systematic in their approach to problems.  One of the keys to solving problems is the art of asking the right questions in a methodical fashion.  As we investigate problems, it is crucial to use a logical approach as we move through the maze of unknown facts and forever present opinions of others.  Asking questions, or should I say the right questions, is imperative if we are to uncover the facts relative to the problem.  Closely related to this is the need for analysis.  Once the information and data surrounding the problem is collected, it must be analyzed in a systematic way.  A good problem solver knows and understands which tools and techniques are available, how to use them, and when to utilize each one.

Solving problems requires imagination, creativity and ingenuity.  Solving problems sometimes requires abstract thinking and necessitates imaginative and inventive actions.  Once you have determined the true root cause (or causes) of the problem, it’s time to be innovative and let your creative juices flow as you develop effective solutions.  The solution to your problem will demand ingenuity and resourcefulness, so you must be inventive.

Solving problems requires dedication, perseverance, and commitment because the answers are sometimes obscure or concealed and, therefore, not always obvious.  One must be determined to find the root cause and committed to using a systematic approach.  A good problem solver doesn’t vacillate as the problem-solving journey unfolds, they stay the course.

A good problem solver has curiosity.  When one is curious, they are interested in understanding why things happen and will probe below the surface of the problem looking for things that may not be obvious or evident above the surface.  Solutions to problems all begin out of curiosity and desire to determine and understand what happened and then understand why.  Until you understand why the problem has emerged, your chances of solving it are pretty much nil. 

It takes courage, daring, and “guts” to be a good problem solver.  Since there is usually always a negative aura or atmosphere surrounding problems, people that are closest to and responsible for the area with the problem, sometimes feel threatened.  Because they are feeling vulnerable and exposed, they generally don’t like to be questioned, but you must have the courage and fortitude to push forward and seek answers.  When you ask someone questions about the problem in their area of responsibility, many time the instinctive reaction is to take a defensive posture.  You are typically perceived as prying and impugning their character.   Of course, this isn’t really the case and if you ask the questions in a positive and non-threatening way, you can ease some of this perception.

Solving problems is a journey and an exploration into what happened, so having a sense of adventure is fundamental to reaching your destination.  I have often wondered how the early explorers, like Columbus or Lewis and Clark, must have felt as they sailed into unknown and uncharted waters or passed through unfamiliar and strange countryside, never knowing what they were going to encounter or be confronted with or even if they would be successful.  The one thing Toyota does better than any company I have ever seen is their mandate and directive to their employees to go visit the source of the problem, so they can see firsthand what is happening.

A good problem solver must demonstrate enthusiasm during the problem-solving journey.  There must be a certain zest, zeal and passion that becomes contagious and infectious to the rest of the team.  By demonstrating and communicating enthusiasm to the team, you are inadvertently motivating and inspiring your team members.  There will be times when the situation may appear hopeless to the team, but your positive outlook and enthusiasm will guide you and your team through the process.

Finding root causes and developing solutions to problems are not always clear-cut, straightforward, or uncomplicated, so a good problem solver must demonstrate patience, persistence, and staying power.  You will at times, be pressured to move faster than you would like to or need to, so you must be compelled to stay the course.  Part of learning to be a good problem solver is learning how to become disciplined and regimented.  If you will take your time and systematically work through problems, your success rate will improve dramatically.  Remember, patience truly is a virtue.

Finally, a good problem solver should be vigilant and always expect the unexpected.  Just when you think you may have exposed the root cause of a problem, or have discovered the causal pathway of the problem, new information or something unanticipated may come out of the blue and catch you off guard if you aren’t alert to this possibility.  So be cautious and attentive that DNA of problems.

As we go through my postings, if you have any questions for me, send me an email to ras8202@live.com.
Bob Sproull

[1] Bob Sproull, The Problem-Solving, Problem-Prevention, and Decision-Making Guide - Organized and Systematic Roadmaps for Managers, CRC Press, 2018 by Taylor and Francis Group, LLC 


Tuesday, April 24, 2018

My New Book Part 2

In my last post, I introduced my new book, entitled The Problem-Solving, Problem-Prevention, and Decision-Making Guide and provided a chapter overview of some of the more important chapters within the book.  I explained that the cornerstone of this book are three road maps, namely problem-solving, problem-prevention, and decision-making.  In today’s post, I will introduce the first of these three road maps on problem-solving.

The figure above is the problem-solving road map which contains six major sections and seventeen individual steps to complete on the problem-solving journey.  While I will demonstrate how to complete each step, I first want to discuss two key points, the DNA of good problem-solvers and the DNA of problems in general.

The DNA of Problem Solvers
It is my belief that the truly good problem solvers in the world all share a special bond, a connection if you will, and this connection is not coincidental.  It is because of specific behaviors and character traits that true and effective problem solvers seem to all share.  I am convinced it is these traits and behaviors that separate true problem solvers from problem solving “wanna bees” or “could bees.”  If you’ve ever worked for Toyota or have been a supplier to Toyota, then you will recognize these traits and behaviors easily.  Why Toyota?  Because Toyota is the best possible example of a company that truly “gets it” as it applies to their approach to business in general and, more specifically, problem solving and prevention.

I’ve catalogued ten behaviors and personality traits that I believe are the basic genetic material shared and utilized by effective problem solvers.  I also believe that if a person or team can demonstrate and exploit these behaviors, that the opportunity to become effective and successful at problem solving will materialize.  Each of these behaviors and traits, although not listed in order of importance, serve a different purpose or function as the individual or team searches for the answer to the problem-solving conundrum.  The ten behaviors are:

1.         Being Objective
2.         Being Analytical
3.         Being Creative
4.         Having Dedication, Commitment and Perseverance
5.         Being Curious
6.         Having Courage
7.         Having A Sense of Adventure
8.         Being Enthusiastic
9.         Being Patient
10.       Being Vigilant

In my next post, I will describe each of these ten behaviors and traits in more detail.  As we go through my postings, if you have any questions for me, send me an email to ras8202@live.com.
Bob Sproull

Sunday, April 22, 2018

My New Book

For those of you who had been regular followers of my blog, you've probably been wondering just what happened to Bob?  Where has he been?  Well, the fact is, I've been very busy writing new books and writing blog posts for a wonderful software company located in Dallas, TX.  And while I'm still going to be continuing to write for them, I also want to get back to my own blog.  In this post I want to tell you about my new book that just came out entitled, The Problem-Solving, Problem-Prevention, and Decision-Making Guide - Organized and Systematic Roadmaps for Managers, published by the Taylor and Francis Group/CRC Press.

I had actually written this book back in 2006, but I completely forgot about it.  For those of you who are getting older, like me, you will probably understand that memory can sometimes be an issue and that was the case for me.  Over the next few blog posts, I will introduce you to my new book in bite-size pieces.  I'll show you the cornerstone of this book which are three road maps which lay out the step-by-step directions on how to effectively solve problems, how to prevent problems, and how to make better decisions.  The books cover looks like this:


In Chapter 1, I discuss the DNA of both good problem solvers as well as the DNA of problems and then discuss three different types of problems, namely change-related problems, chronic problems, and hybrid problems.  Because all three problem types are different, your approach to solving them must be different if you are to, in fact, solve them.

In Chapter 2, I discuss what I believe are the four most important tools you should be using to solve problems.  These four are the Run Chart, The Pareto Chart, the Cause and Effect Diagram, and the Causal Chain.  While there are many other tools that can be used, it is my belief that if you can learn and use these four tools, you will be able to solve most problems that you run into.

In Chapter 3, I present the Problem-Solving Road Map in detail and then over the next six chapters I walk you through how to use this map to effectively solve problems.  In Chapter 12, I present the second map, the Problem-Prevention Road Map and then over the next six chapters lay out how to use it to prevent problems.  In Chapter 24, I then present the Decision-Making Road Map and like the others, explain how to use it.  In addition, this book is laced with real case studies using all three road maps.

In my next post, I will continue discussing the contents of my new book.
Bob Sproull