Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
Many people talk about their problem-solving skills. I think having a person around who can solve problems and think through possible solutions is valuable. However, this is a common trait. We always think we are exceptional at problem-solving because we usually figure out something that others cannot. This naturally makes us think we are ‘good’ at this sort of thinking. I think the reality is that most humans are good at solving a problem when they are presented with one. This seems to be the entire essence of humanity: being able to adapt to any given scenario and think our way through a challenge. As I have gotten older, I have realized that the unique talent is being able to find problems in the first place – that is a rare form of thinking and is infinitely more valuable than just problem-solving skills alone. As it turns out, the largest problem in problem-solving is finding the problem in the first place.
This will not make sense at first. You will naturally think that a problem should be easy to spot; it is the source of confusion, disruption, or bottleneck in a system or process. This may be true, but I have learned that any system created by humans will quickly resolve the obvious problems, leaving only the really challenging ones in the wake of progress. As the organization or process grows, these left-behind problems become well hidden, obfuscated, and even protected in some cases. These problems become intrinsic, embedded, and increasingly difficult to diagnose. They are often attached to culture and key personnel and are most likely considered core functionality. No one stops to think that this cherished process may actually be the source of a significant problem, such as limiting the scale or growth of the organization.
The metaphor I like to use for this is the object left nailed into or wrapped around a young tree. When I was young, there was a railroad spike nestled into a joint on a Cotton Wood Tree at my Grandparents’ house. Each year, when I would walk by this tree, I would see the railroad spike move upward and also slowly get swallowed by the tree. I last remember seeing that spike six feet above my head and barely visible. Now, it is completely gone. At one point, one of those limbs had to be cut off, and I often wonder if it was that spike that caused the problem, buried deep within the trunk of that limb as it sprouted off 40 years ago.
I have had the opportunity to work for four large-scale operations in my lifetime. In each situation, the operation had reached a growth-limiting issue that prevented any further acceleration. People have come to accept their current paradigm as the way things were. The status quo became a consideration of market or industry trends rather than what the organization might do to accelerate beyond competition. Many people would share opinions as to “the problem” but would rarely really identify a source that others would believe. Conversations would always open with that exact phrase, “The problem is…” It is amazing how many people in a large organization can have such strong opinions on what the problem is, without ever really getting to the truth of the matter. As it turns out, identifying the real problem is something companies will spend a lot of money to understand.
During my time in college and teaching computer science, I was exposed to a variety of problem-solving methods. Each one of them had methodologies around problem discovery because this concept of uncovering the real problem has become obvious to anyone in business or management consulting. One of my favorites was the Ishikawa visual tool called “The Fishbone Diagram.” One of many brilliant tools that Kaoru Ishikawa created was this diagram that allowed a team to resolve a core problem by investigating in a structured manner. He built an entire system around finding out the potential causes of a problem, organizing it into categories such as people, process, equipment, materials, environment, and measurements. That was my favorite, and I will still use it occasionally, but there are many more. Root Cause Analysis (RCA), A3 Thinking or Lean Problem Solving, and SWOT analysis are just a few of them I can remember from my laborious days reading through management consulting textbooks.
The point is that identifying problems is quite a science and should not be treated lightly. Investigating and probing potential problems is a healthy part of an organization. We underestimate the person(s) within an organization that are contrarian or always looking for ways things can break down. These are rare people but highly valuable if they are used in a manner to troubleshoot, diagnose, and understand the real problems that are slowing down or preventing the success of an organization.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
In conclusion, while many of us pride ourselves on being strong problem solvers, the real value lies in our ability to uncover the problems that truly matter. The art of problem discovery is an underrated skill—one that is far less common but infinitely more impactful. As organizations grow, the challenges they face become more complex and less obvious, often embedded in the very fabric of their operations. Recognizing these hidden issues requires not just analytical thinking but a willingness to question the status quo and dig deeper into the roots of inefficiency. Those who possess this rare ability to find problems, to challenge accepted norms, and to bring to light the real causes of stagnation or decline are invaluable to any organization. As the Fishbone Diagram and other tools demonstrate, problem discovery is not just a skill—it is a structured, thoughtful process that, when done right, can unlock untapped potential and drive meaningful change. The first step in solving any problem is knowing what the problem truly is.
I am a fan of the ‘5 Whys’ problem solving method.
https://www.oakland.edu/Assets/upload/docs/Pawley/Lean-Enrichment-Activities/LEA—5-Whys.pdf
Yes, that is a good one. I learned that first in a management training course several years ago.