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11 Effective Problem-Solving Culture It’s a funny thing about life: If you refuse to accept anything but the very best, you very often get it. —Somerset Maugham We have been teaching a form of root cause analysis to industry for over twenty years and we found that while we have trained over 100,000 people in over 2,000 companies in seven major languages, we have never seen any organizations that have been able to instill an effective problem-solving culture. To help us better understand the causes of this, we performed our own analysis using the RealityCharting® software and found many causes, only some of which we have control of. It took fifteen months and a little help from our friends to develop solutions to help organizations create an effective problem-solving culture. What we need is a program that shows inherent value simply by using it. In this way, all stakeholders will see the value and want to implement it. Effective problem solving then becomes institutionalized as a way of thinking, not as an appurtenance or new “program of the month.” This chapter lays out the basic elements of an effective program centered around the RealityCharting process. 132
Effective Problem-Solving Culture The success of every organization is dependent on the people and the strategies they use to accomplish their goals. Perhaps one of the most important strategies needed for success is an effective problemsolving process. In his book, How the Mighty Fall, Jim Collins points to hubris as one of the main factors in the failure of great companies. Since hubris is pride or greed, people with this trait are driven by arrogance to think they know better than the next person. It is not surprising that hubris is a failure factor because most people think they are already good problem solvers and don’t need any help. To overcome or prevent this hubris, we suggest you watch the Effective Problem Solving video at http://Coach. RealityCharting.com/book/Effective-Problem-Solving. This should be viewed by everyone in your organization, including top-level managers, whose job includes some kind of problem-solving because it will help them understand the complexity of causal relationships and the principles that govern reality. For additional information read A Brief History and Critique of Causation at http://Coach.RealityCharting. com/book/Brief-History. Start at the Bottom In most organizations, problem solving is relegated to a few people, such as managers, supervisors, or subject matter experts such as engineers, programmers, designers, etc. Because most big problems are caused by small problems, preventing recurrence of the small problems should be a high priority for every business. However, since most people are not good problem solvers, and there are too many small problems for the designated problem solvers to tackle, stuff happens. To remedy this situation, we have created RealityCharting Simplified software, which anyone can use on any event-type problem and obtain a good understanding of the causes behind the problem. This is a free application that should be made available to everyone who has to solve problems as part of their normal business activities. It includes three very informative training videos that everyone should watch. It should also be incorporated into all procedures related to identifying and correcting deficiencies. A hidden benefit of using RealityCharting Simplified is that it teaches the user to think causally. People learn that stuff does not just happen and that by understanding causal relationships they can prevent problems from happening in the first place. To learn more go to http:// www.realitycharting.com/realitycharting/simplified. 133
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Seven Steps To Effective Problem-So
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RealityCharting Seven Steps to Effe
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To all who value learning 3
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Table of Contents Fault Tree Ana
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Table of Contents Corrective Act
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Preface At the time of my first boo
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Acknowledgments This book is the pr
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Introduction Introduction If You Ha
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Personal Success Introduction Succe
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Paradigm Shift In his highly succes
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19 Paradigm Shift incorporated into
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3. Hydrocarbons ignited on Deepwate
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Paradigm Shift The following mainte
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Paradigm Shift Action Sealing Cemen
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Common Sense Paradigm Shift When th
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Paradigm Shift Synapse Nearby Neuro
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Paradigm Shift but are subject to c
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Paradigm Shift Why Cause/ Effect Wh
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35 Paradigm Shift only our own arro
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2 Conventional Wisdom Compared Igno
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Conventional Wisdom Compared Note:
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Conventional Wisdom Compared After
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RCA Methods and Tools Compared Conv
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Conventional Wisdom Compared causes
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Conventional Wisdom Compared this f
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Conventional Wisdom Compared Conseq
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3 Understanding the Cause-and-Effec
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Understanding the Cause-and-Effect
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Action Road Constructed Understandi
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Step One: Define the Problem The fi
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Page 177 and 178: Success and Serendipity 13 Success
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Success and Serendipity unknown. To
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and arrogance. To avoid this trap,
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14 A New Way of Thinking A New Way
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Like the evolution of mathematics,
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About the Author Dean L. Gano is pr
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