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Effective decision-making: 10 step working method for solving complex problems
Translator: Li Jing
Publishing House: CITIC Publishing House
Date of publication: June 2020
ISBN:978752 17 16863
Lack of ability to solve complex problems. In real life, people can make great innovations or creations, but they are not good at solving complex problems.
Effective decision-making: 10 steps to solve complex problems This book introduces us and our team to the thinking mode, steps and skills needed to solve complex problems, so that we can distinguish the order and gather strength when we are indecisive. Complexity formula is an efficient machine and the best way to integrate the ability to solve complexity problems into organizational management.
1. Simple challenge, complicated steps, complicated structure.
Complexity is challenging, in fact, it is a challenge in itself. It is coming towards us quickly.
Traction, got a new answer, things have turned around. No matter how arduous, complex and changeable the challenge is, as long as there are correct methods, any complicated problems and new challenges will be solved quickly and any ambitious goals will be realized quickly.
According to the website of the Santa Fe Institute, "complexity" means that many agents interact, adapt to each other and gradually adapt to the environment in any system. "Motivation" refers to individuals or groups in activities. The reason for the complexity of the system is not that there are many driving factors, but that these driving factors adapt to each other and interact with each other to produce unpredictable results.
In complex systems, drivers' behaviors cannot simply be "added" because "the whole is greater than the sum of parts".
Complexity is also a growing force in our personal life and in dealing with social and global problems.
Mastering complexity: what it is, what it means to face complexity, and how to find your own way in it.
A solution works at a certain time and place, but it may not work at different times in other places or even in the same place, even if the complex challenge looks the same on the surface.
In a nutshell, there are two challenges:
The first one is technical, mechanical, orderly, linear and completely predictable in nature.
Simple challenges and cumbersome steps are technical in nature. The linear step-by-step solution that anyone can achieve is simple; The method implemented by professionals with relevant professional knowledge is cumbersome.
The second is innovative, unscientific, chaotic, unstable and unpredictable.
Complex challenges require innovative measures.
Anyone can solve simple challenges according to the instructions. The challenge of complex steps is best solved by experts, who will use ready-made or established instructions to play the role of old experts.
Challenges with complex structures are best solved by systems or ecosystems facing challenges.
Only with the participation of highly diversified talents, rapid breakthrough and constant trial and error can we successfully solve the challenge of complex structure.
In the field of complex steps, knowledge is power; In the field of complex structure, giving full play to the diversity of talents is strength.
American writer and editor H. L. Mencken famously said, "For every complex problem, there is a seemingly simple but wrong solution."
Complexity requires a mixed method of "tortoise and rabbit race" to cope with the ever-changing and rapid development situation.
Why do you need a formula?
There is complexity in and around the organization, and its various aspects will affect different people at different times, so a new goal-oriented approach is needed. This method can solve the problem of how to master the creative method in a large team step by step, which is why the complexity formula exists.
The correct way to solve the problem is to make full use of the maximum ability of each organization to find a large number of talents.
Two. SATDA and necessary diversity
Einstein said, "How do I work? I am going to explore. " Newton thought: "Without bold conjecture, there would be no great discovery."
Challenges with complex structures are extremely diverse: there are many moving components, many connection points, many factors that work, many interrelationships and integrations, and many aspects and influencing factors that need to be considered.
When considering the necessary diversity, you must consider all the influencing factors of the problem.
"Sensor" (S): People who are often on the front line and are often excluded from this discussion.
Absorber (a): Who gets the information from the discoverer and sorts, organizes, analyzes and enjoys it? Is it an information technology person or a business intelligence person? Do they all have to come from within the organization?
Thinker (T): A person who formulates enterprise strategy? Production line manager? The head of the business department? Executive leadership team? A consultant? Or people from all the above departments?
Decision-maker (D): Is it a business department leader or an administrative leadership team?
Actor (a): It can be anyone: the person who takes action against the lion on the table, the person who carries out the action plan, the person who manages the action plan, and the person who approves and leads the action plan.
The necessary diversity needs to take into account SATDA, that is, five categories of people who deal with the impact of problems.
Data-information-knowledge-wisdom model
?
DIKW model is because it contains four aspects: data, information, knowledge and wisdom.
* * * Knowledge * * Knowledge is the key for an organization to change from linear data, information and knowledge to wisdom and implementation.
Only on the basis of * * * knowledge can people produce incredible creativity and coordinate and mobilize around the work that must be carried out. With * * * knowledge, complexity can be solved.
The complexity formula is to bring all the right people (necessary diversity) together in one place:
? Share and confirm the signals they found individually and collectively;
? What is the connection between * * and thinking about the fragmented information and what it means;
? Decide what action needs to be taken;
? * * * Make a unified action plan to guide their next action.
To sum up:
? Only members with the necessary diversity can meet all kinds of complex challenges and seize seemingly unattainable opportunities;
? Members can and must work together to discover, confirm, think, make decisions and act together, and upgrade from data, information and knowledge to knowledge, wisdom and implementation;
? Can keep up with the speed of challenges and opportunities, leap from the current route and speed to a new route and speed, and do not miss any link.
It is the most important organizational ability to overcome the biggest challenge and seize the opportunities that follow.
3. Complexity formula: Solve complexity in simple 10 steps.
Let's start with an overview:
? Step 1~5: How to set it.
? Step 6-9: You and the necessary diverse team spend a few days solving the problem.
? Step 10: After completing step 1~9, immediate effects, short-term strategies and long-term plans will emerge.
Complexity formula: Simple 10 steps to solve complexity.
[If! supportLists] 1。 ? [endif] Admit complexity.
[If! Support list ]2. ? [endif] Ask a really good question.
[If! Support list ]3. ? [endif] Aim at the necessary diverse members.
[If! Support list ]4. ? [endif] localized members.
5. Eliminate noise.
6.*** Agree on an appropriate agenda.
7. Design (release) conflict.
8. Iterative and emergent progress.
9. Change the way people interact.
10. Turn clarity and insight into action.
If you master the complexity formula, you will create infinite possibilities, which was impossible before. Because you can discover-confirm-think-decide-act at an exponential speed and make an energy leap as needed, you can deal with the biggest and most important challenges faster and more effectively than before.
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