By Nat Greene
Become the best challenge solver you could be!
Bad challenge fixing expenses contributors and society incalculable quantities of time, funds, and sanity. during this e-book Nat Greene—who's been fixing tough difficulties professionally for over twenty years—shares 9 behaviors a person can undertake to discover recommendations to even the main probably intractable problems.
The challenge with such a lot challenge fixing, Greene says, is that it isn't challenge fixing in any respect: it truly is guessing. we've got an idea of what may possibly paintings and we strive it out. If that does not paintings, we strive whatever else. etc. it really is inefficient at most sensible, and with quite challenging difficulties there are just too many variables for guessing to paintings. Greene exhibits you ways to undertake the behaviors nice challenge solvers use to reach at strategies efficiently—without guessing. He illustrates them with examples starting from daily matters like solving a malfunctioning storage door to preventing common breakdowns at a chemical plant (saving thousands of greenbacks) to addressing the scourge of poverty in sub-Saharan Africa. So cease guessing and begin fixing today!
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Additional resources for Stop Guessing: The 9 Behaviors of Great Problem Solvers
Example text
Produce ideas 7. Rework ideas 8. Put ideas to work 9. Repeat the process Steps 2 through 5 are dedicated to studying a pattern of failure, which was a breakthrough in problem-solving. But step 6, 24 STOP GUESSING “produce ideas,” depends on insight, inspiration, and brainstorming to determine potential root causes. When you look at most popular problem-solving approaches, you’ll find that they devolve into structured-guessing at some point. ” Whenever we develop some list of possible root causes, we’re guessing, even if it’s structured guessing.
This keeps them efficiently on-track, enabling them to find the root cause. Choose your method. Great problem-solvers often use structure in order to stay on track and consistently apply these behaviors. In Chapter 10, “Choose Your Method,” you will learn how to assess different problem-solving methods by understanding their underlying elements. Strong problem-solving methods will discourage guessing, provide lots of structure to develop a pattern of failure, and guide you to understand how the process works.
HOW MUCH IS ENOUGH? Developing a thorough problem description and pattern of failure is not a matter of gathering reams of data and burying yourself with them. Bad problem solvers in businesses will download long histories of data from points along the entire process or even measure lots of new stuff to try to find something useful. They’ll compare every single part between a “good machine” and a “bad” one. These efforts waste a lot of time and money at best, and lead to red herrings in hard problems that mean bad solutions, wasted money, new problems, and a loss of credibility.