In life or work, we always unconsciously spend dozens of minutes, even hours, thinking and analyzing why something fails and which method doesn't work. This method is called root cause analysis.
Root cause analysis is a popular business strategy method. That is, in the analysis and exploration of business and market problems, it will be presented to us in some way or result. If the analysis is deep enough, we can find the answer to the problem and solve it.
Therefore, we are used to forming a fixed thinking. As long as we can fully understand this problem, we will certainly find a solution. However, Jane's self-media reminder is probably wrong.
So what is root cause analysis?
In the industrial age, root cause analysis did play a role, and it is still effective in modern society. Root cause analysis is a linear, systematic and mechanized method to find solutions. By decomposing all aspects of the problem, the weak links are determined and repaired.
Using this method, Six Sigma management or other efficiency tools have played a great role in improving production, energy development and product distribution. It can greatly improve a certain efficiency. This method can solve simple and orderly problems and play an important role in problematic departments. It can effectively solve the abnormal problems in the process and separate them for correction.
Unfortunately, this method was feasible in the past, but it may not always be feasible now or in the future. In fact, in the new and changing times, the efficiency of this method is declining.
In the book Once Brilliant, Mandelbaum interviewed Curtis Carlson, CEO of Stanford International Consulting Institute. He said: "Today's problems are difficult to be solved by one person with one skill ... One trend is that top-down innovation is orderly, but it doesn't work, while bottom-up innovation is chaotic, but effective."
The main reason is that root cause analysis focuses on the root cause, but there is often more than one root cause, which may be the serious result of the comprehensive influence of many problems, and these root causes may also be located at different levels of the system and interrelated. Just like the whole system strung together with big ropes, if one end is pulled hard, other interrelated parts will be affected.
At the same time, in this era, when the enterprise strategy is implemented to solve problems, the deeper it is dug, the more roots it will have and the more information it will mine, but the result is often that the problems are more vague and confusing, which will also make the enterprise more confused.
This is that too much information makes enterprises lose their sense of direction, but it makes enterprises dig deeper and deeper, because enterprises believe that as long as they dig more information, they will find better solutions, but there is only one answer to root cause analysis. When we analyze the strategic problems of enterprises, we want to find out the gap between strategic maps and facts. This vision is understandable, but the direction of guidance is wrong. The more and deeper information is mined, the more difficult it is for enterprises to see which information is relevant and which information should be discarded. We are worried that the enterprise will give up some important information, but it will have an important impact on the solution, because it will make the enterprise team exhausted and produce a feeling of being trapped and unable to move.
The second trap: crawling the brain
When we face the pressure brought by the boss or other management system operation problems and propose solutions or problems, there are both hopes and disappointments, and the pressure will come to us.
At the moment of solving the problem, we focus on finding the answer to the problem. With pressure, our mood, attitude and willingness will become quite bad.
With more and more consequences of failure, we pay more and more attention to it, and the range we can choose and consider will become narrower and narrower, even narrower obviously.
In this state, we will have a slight sense of panic, and the result is dominated by the brain regions that control our instincts (including fear). So, should I resist, escape, or stay put?
For others, we are short-tempered, depressed and impatient.
Why is this happening?
In our brain area, there is such an area, which is the base of the brain, usually referring to the brain stem, and has great influence on our body, behavior, mood and psychological cognition. And this part is the "crawling brain", which is the basal ganglia of the brain, also known as the primitive brain.
In primitive society, this part of the brain has provided great help for our survival. It reminds us what danger is, when to run away, when to resist and when not to move. This function plays a very important role in hunting society. Although society has changed, our stress environment has changed, and our stress has changed from curiosity to occupational anxiety, but our crawling brain has not changed much.
Fear still controls us, and the brain will send a dangerous signal to our endocrine system, making it secrete hormones to the kidneys, so that we are always ready for battle.
Crawling brain trap:
Fear has a powerful power, which can make us feel unstable. In ancient times, human beings often faced with fear, but in the environment at that time, they were either alive or dead, and the time when fear attacked human beings was relatively intermittent.
However, in this society, this is the 2 1 century, and people are faced with constant work pressure and high emotional tension, sometimes lasting for several days, sometimes reaching weeks, months or even years.
In this state, our emotions and bodies will be affected, we can't persist for a long time, and even have a great impact on individuals, even companies and strategy implementation.
Climbing the brain makes it difficult for us to see what the real problem is. No matter whether the problem is simple or complex, even some simple problems can lead to confusion. The way our brains organize information and data is similar to the way we alleviate our fears. This behavior makes it impossible for us to connect past and present information, and it will also lead to a new model that cannot bring solutions. Similarly, this fear is contagious and will affect the whole team through everyone. As time goes by, we will never.
The third trap: sacred vision
Enterprise strategic issues:
As a business leader, I see that the corporate team spirit is weakened, the direction is confused, the work efficiency is extremely low, and the working state is also very tired.
This state will make people feel at a loss, confused, and even depressed and desperate.
As business leaders or teams, they think that seeking foreign aid may bring new solutions. This is because they believe that outsiders can see what they can't see, and they may be able to provide different opinions from a new angle and reveal the source of the team's illness, thus providing a bright road for the enterprise.
This kind of enterprises look for outsiders because they think that team members are too close to the problem, and outsiders can usually see what team members can't.
These outsiders can also inject new vitality into enterprises when solving problems. They came to the company with their own analytical methods, models and solutions. Such a management consultant is more like a saint. They look smarter. From their visual point of view, they will learn something we don't know, and maybe they will see something we can't see. Enterprises have to spend a lot of money to invite these clever saints to find solutions, and these outsiders have become guiding lights to lead enterprises to explore solutions in the dark, which can be said to be the spiritual leaders of enterprises.
Divine visual trap:
However, enterprises are not short of talents. There will always be people who think that inviting outsiders into the organization is a huge risk. These outsiders' understanding of the enterprise is actually marginal and superficial, and they only have a short-term understanding. It is fantastic to think that these external gods can solve problems.
We all know this is whimsical.
That's true.
Enterprises spend a lot of money to invite great gods, who look at the whole enterprise with a holy eye. They usually look at the problems of enterprises as complex, and sometimes they need all kinds of complex data to provide them with solutions, and ask the team some questions they have never thought of, thus injecting new ways of thinking and vitality into the team. Foreign consultants will also buy more time for enterprises and alleviate their concerns about not being smart enough or not being strong enough to work.
But in the end, enterprises still rely on their own teams to solve problems as before. Although the cost of this trap is huge, it can be used sometimes, so the management needs to spend some time to supervise and effectively make the work orientation of stopping or continuing. Otherwise, the team will always be on standby, at a loss, under pressure to solve the problem for a long time, and then we must find other feasible methods to solve the problem.
The fourth trap: technical articles
When enterprises are faced with strategic problems, when leaders and team members are in urgent need of solutions, even if they just take a step forward, enterprise personnel just want to solve the problems as soon as possible, rather than bring problems.
In this case, team members will make analysis reports back and forth, study data, encourage themselves, try to break through the restrictions, look at problems in a new way and work harder.
However, if the enterprise wants to develop, the changeable problems will make the team members feel that there are many tasks, because the team members have other work tasks, and these tasks are also very urgent. In this fast-paced environment, where is the time to do other work?
People with ideas can't think, and people who are always full of confidence are frustrated. As a result, the pressure from top leaders keeps flying, and they have to pay a high price. Besides, there will be various seminars, and everyone is very nervous.
In the most helpless time, perhaps the top management or team members were forced to return to their original places. When we feel helpless and angry, we turn our attention to technology and return to the source. From the business mind of the enterprise, this is feasible and the source problem.
Technical trap:
Of course, as a business leader, I have read the story that technology has changed the world, and technology can save the overall situation. In business, it is easy to get technology with excellent technology. Enterprises use technology to understand information, create products, and also want to find their own problems with an unprecedented technical means.
With the development of emerging industries, our communication methods have changed greatly. Wechat, smart phone, video conference, email and Weibo are all good communication tools.
In the book Five Aspects of Genius, Annette Mo Ze-Velman called these e-mails and other interference management opium, and said:
In order to let imagination guide actual combat, we should jump out of the technical trap ... and communicate with our brains instead of keyboards.
"It's more time-consuming to input our ideas into software than to use language to process the materials we organize artificially. Don't let the computer dominate your thinking process. "
Even so, technology still dominates business, and technology is more closely related to us in business than ever before. Nevertheless, these technical means have not made enterprises more efficient, productive and dynamic. On the contrary, the working environment is chaotic and people deal with high mental stress.
In fact, in an enterprise team, it is difficult for team members to agree on the root of the problem. Both individuals and groups, because everyone is tired, depressed and lack of contact, we no longer solve the problem together, but want to keep the problem away from us. These technical devices also provide us with an excellent way to escape from work and distraction, let us immerse ourselves in social and virtual networks, browse the web, chat with netizens, play games with friends, and keep ourselves away from colleagues and problems.
Writer: Jane of the media