Problem Solving

The very first problem-solving behavior I explore in People Solve Problems is to Learn Deliberately (Chapter 9). Learning is more than just a skill, just as problem-solving is more than just a tool. Learning deliberately is a mindset and behavior. One way to describe this is to hold our assumptions

What do you do when one of those little fires pops up? It’s not a big deal, it’s just a small problem. Put the fire out, move on to what’s next. After all, there are many important projects to complete. But of course, before you get to them, another fire

Some problems in your organization permeate so thoroughly that you don’t know where to start. The problem statement usually starts with something quite broad, and of course, must be broken down to be solved. However, some of these large and complex problems are so invasive that the perspective we start

Whether it’s problem-solving, or kaizen, or process optimization, or waste elimination…no matter what you’re trying to accomplish, you must have a firm understanding of the current reality. This doesn’t mean just the results, but the process or work or causes that lead to those results. Every lean thinker understands this.

This article first appeared on JFlinch on 10-12-09. Problems will always be with mankind, read as Jamie asks some basic yet key questions to help you get to the root of your problems.   Do you have a starting point for your strategic plans? A very short post today, but

I’ve always considered Russell Ackoff one of the most persistent and insightful systems thinkers. While sometimes his ideas are elusive for organizations to grab ahold of (I don’t always agree with his conclusions), he expects better from organizations, and I think those ideas are worth delving into. As I prepare

Innovation is about solving real problems. It does NOT require that you solve the problem in a unique or imaginative way. It really is all about solving problems. To be fair, if you don’t solve it in a unique way, then that innovation might not be a competitive advantage, or

In this (somewhat dated) interview with Professor Nelson Repenning, he explores that question. Nelson was a first-year professor at MIT when I was there and was one of my favorites, teaching systems dynamics. He suggests “leaders who can formulate clear problem statements get more done with less effort and move

I have spent as much time on lean product development as I have on any other area over the past 10 years.  That’s largely because, for most companies, manufacturing products a little faster or cheaper is nothing compared to the overall business results delivered through a stronger product-development engine. I’ll

Originally Posted: by Jamie Flinchbaugh on 09-29-09 If lean is about anything, it is about solving problems both large and small. Becoming a world-class problem-solving organization takes time. It requires learning new skills and developing the culture to truly invest in problem-solving as a daily practice. But as you begin