Five steps to solve the problem: clarifying the problem, analyzing the problem, making assumptions, verifying the problem and solving the problem.
1, clarify the problem
Clear the gap between the status quo and the goal, and find the status quo and expectations.
When you encounter multiple problems, only solve one problem at a time! When screening problems, we must first find the root cause of the pilot problems. This problem is solved, and most other problems can be solved. )
Step 2 analyze the problem
Analyze all the possible causes of the gap and the framework for analyzing the problem, such as the problem tree.
Step 3 make assumptions
Suppose some reasons. Among all possible reasons, assume the most likely one or several.
Step 4 test the hypothesis
Collect data to verify all reasons.
Step 5 propose a solution
According to the reasons, the corresponding solutions are put forward.
When faced with the need to screen several schemes, we can use the scoring table to find out the influencing factors (such as feasibility, degree of solution, etc.). ) and weight it to give a weighted score for each solution, as shown in the following figure:
Because solving problems requires comprehensive ability:
First, when we are trapped by problems, we need emotional adjustment ability. Let's regard problems as opportunities, put aside emotions and think rationally. Therefore, this step requires emotional intelligence.
Second, when analyzing problems, we need structured thinking to help us provide an analytical framework or structure. Therefore, this step requires structured thinking.
Third, you need to have some experience in this field when making assumptions. If we have no concept at all and can't make assumptions, we need to verify all possible reasons, which takes a lot of time.
Fourth, when testing the hypothesis, we need to have critical thinking to question the hypothesis we just put forward.
Fifth, when proposing solutions, if the problem is complicated, we need to have a level of thinking and be able to propose very innovative solutions.
In fact, solving problems is the activity that can best mobilize all our thinking. All our thinking ability, knowledge and experience are comprehensively reflected in solving problems.
Therefore, when we train our thinking and acquire knowledge, if we can consciously use this routine to solve problems, we can not only turn our troubles into real thinking, but also constantly improve and integrate our own way of thinking and knowledge system.
These four soul problems solved the dilemma.
Soul question 1: When you make any decision and encounter any difficulties, you need to keep asking "why", and sometimes you will be suddenly enlightened.
Soul question 2: goal? Are obstacles role models? Action plan?
? Question A- Objectives: What are your immediate or long-term objectives? /Do you have anything in particular you want to do?
? Question B- Obstacles: What do you think is the biggest obstacle to achieving this goal/doing it?
? Question c-role model: who do you think is particularly good at this and is your role model? What is the difference between him and you?
? Question D- Action Plan: How will you learn from him and make an action plan to achieve your goal?
Soul question 3: What were you doing 5/ 10 years ago? Have you thought about your present state? (Close the distance)
Soul question 4: What do you want me to do? /What can I do to make you happier?
All of us have three selves in our hearts: children's selves, parents' selves and adults' selves. Communication is difficult because it is not one-on-one communication, but three-on-three communication.
When the other party is extremely angry, it is the child's self, and you are being reasonable, it is the adult's self. The two sides are not on the same channel at all. The more you explain, the more he will think you are making excuses.
And what is the correct way? You pulled him back to his adult self. How to pull it back? Ask him this question: What do you want me to do?
These six questions save useless work.
How to find the real problem worth solving? Just remember three things: 1, not all questions are real? 2. Not all practical problems are worth solving. When you see a problem, don't solve it immediately. Go through the list first.
(1) Not all questions are true.
What we see or hear is actually just a problem of appearance. There are three pieces between the problem of appearance and the real problem, that is, three kinds of deviations.
Let's see how to eliminate these three deviations to ensure that the time and energy we will spend are worthwhile.
1. Understanding deviation (often happens when others come to you to solve problems)-so ask questions.
If this question is raised by others, both sides will misunderstand. You need to clarify the real problem with the other person, and the way to clarify it is to ask the other person questions.
2. Hide deviations (often conflict with others)-so dig.
Everyone has his own social role, and what he says is not necessarily what he thinks. Therefore, when you are faced with the problem of conflict with others, don't rush to solve the superficial problem, but dig out the real needs of others, so as to find the real problem.
Simon Fisher proposed a conflict layer model. He said that the problems we claim are actually only the most superficial, with hidden reasons and real inner needs behind them:
Therefore, in the face of contradictions with others, don't rush to solve such problems, but ask yourself three questions first, so as to dig out the real question: 1) What is the real demand of the other party? 2) What other ways can the other party's needs be realized? 3) How can I help each other achieve it?
3. Cause deviation (which often occurs when solving business problems)-so analyze it.
In fact, there are reasons behind many problems. If we can't find the reason and solve it, the problem will be exposed continuously. Therefore, to find out the reasons and solve the fundamental problems, we should not just look at the superficial problems.
(2) Determine whether the problem is worth solving and the cost to be spent.
Two-dimensional matrix of structured thinking
The first dimension is the critical degree of the problem, that is, the importance of solving the problem at present, and the second dimension is the degree of solving the problem, that is, the degree of solving the problem at present.
You should solve the problem in different ways in four different intervals, otherwise you are doing nothing. In addition, for the sake of understanding, I gave each interval a name.
Interval 1: high resolution, low criticality-episode: this interval is usually the easiest problem to deal with and usually doesn't bother you.
Strategy: if you spend less time, you can solve it quickly; If you spend a lot of time, you can authorize others to do it.
Interval 2: low solution and low criticality-difficult game: the problem in this interval is like a difficult game, and customs clearance is almost impossible, but it is not that important.
Strategy: Set time limit. If you can beat it, you can beat it. If you can't beat it, you can shelve it.
However, just like a game, this interval will tempt you to spend a lot of time and energy and do a lot of useless work.
For example, if you work in the administrative department, the boss asks you to investigate everyone's suggestions on the canteen so as to improve it next year. You are very serious. You designed an Excel questionnaire and sent it to everyone.
As a result, it was suggested that the employee survey was anonymous and could not be sent to you by excel, so a website had to be built. Then someone suggested: we are always on a business trip, and the website is not convenient to open. Can you set up a mobile website where mobile phones can log in?
You took the time to solve these problems and suddenly found out: TM these are not important at all! It is enough to collect suggestions. How sensitive and laborious is it to give advice to the canteen? Do you still need anonymity and mobile phone login?
Therefore, for problems similar to difficult games, you need to set a time limit, and then use this as a standard to solve the problems within the time limit. If they can't solve it within the deadline, don't start and give up.
Interval 3: Low resolution and high criticality-bottomless pit: This is a bottomless pit that many people easily fall into.
Strategy: Call your perceptual brain and don't stick to rational analysis.
Because of the high criticality, you will feel that you need to spend more time and be very cautious. However, the degree of solution to the problem is obviously very low. For example, the stock market is very critical, but it is useless to worry and study every day.
It is also a waste to spend time on these issues. Moreover, if you are trapped in this range for a long time, you will have a sense of accomplishment and be more anxious.
For this bottomless problem, it is recommended to call your perceptual brain instead of falling into rational analysis.
Because, in the face of some extremely complicated problems, the emotional brain is more reliable than the amount of information that the human brain can handle. Why ride a donkey to find a horse? )
Interval 4: high resolution and high criticality-high value trap: This interval is where we spend our time solving things that can produce results and have high value. However, there will be traps here.
Strategy: think carefully and don't worry.
Because of attention, many people will always think aimlessly, but they will not act. You think you are thinking and solving problems, but in fact you are just wasting your energy in worry and anxiety.
For example, many people are dissatisfied with the status quo and want to change careers, so they think every day: How should I change careers? I hope one day I will have an epiphany and find a career that I am willing to fight for all my life. But to be honest, if you think like this, it will be difficult to have a result for a lifetime, because it is not thinking at all, it is just a problem.
The real thinking is that you need to collect information, analyze yourself, consult others, analyze various possibilities, and finally make a choice. How can we do a good job in the technical work of second reincarnation? )
Therefore, in the face of high-value problems, the only thing you need to pay attention to is: thinking, not worrying.
If you realize that you are just in trouble (usually reflected in repeated thinking, no progress, and you know that you can't find the answer at all), stop immediately and avoid falling into the trap.
In fact, it is not difficult to find high-value problems. You just need to get into the habit of not solving the problem immediately after you see it, but taking out the list I provided. Of course, you can also design your own list of questions on this basis, which will be more targeted:
List question 1. Clarify requirements-am I clear about the background, purpose, main stakeholders, available resources and time requirements of this issue/task?
List question 2. Digging Demand-Why does the other party ask such a question/challenge? What is the real attraction of ta? In what way can this appeal be realized? How can I help ta realize? If it has nothing to do with people, this article can be skipped. )
List question 3. Find the right problem-if this problem is solved, everything will be smooth? Did I just solve the problem of appearance or the real reason?
List question 4. Determine the key-must this problem be solved now? Are there any other more important problems that I need to take the time to solve?
List question 5. Determine the feasibility-can this problem be solved now? How long will it take me to solve this problem? Is this time acceptable?
List question 6. Think correctly-how long have I been thinking about this question? Have you made any progress? Is it possible to find the answer at this rate? Ask this question when you are upset because you can't make progress
(Of course, if you still feel at a loss after reading this list, reply to the keyword "chestnut", and you can see a case I wrote for this article, so that you can know more clearly how to use this list. )
Finally, please remember this sentence (silently for 3 times): not all problems are real problems, and not all real problems are worth solving. When you see a problem, don't solve it at once. Go through the list first.
If you coach a person's growth, or think about how you grew up, how would you communicate with him? These four little questions can help you.
Question A- Objectives: What are your immediate or long-term objectives? /Do you have anything in particular you want to do?
Question B- Obstacles: What do you think is the biggest obstacle to achieving this goal/doing it?
Question c-role model: who do you think is particularly good at this and is your role model? What is the difference between him and you?
Question D- Action Plan: How will you learn from him and make an action plan to achieve your goal?