Here's how you can master the key components of a successful problem solving process.

Fundamental al enfrentarse a un problema es identificar la causa de este para iniciar el desarrollo de soluciones en conjunto con el equipo para encontrar una resolución que asegure no se vuelva a presentar.

Identifying the problem is a crucial first step in any problem-solving process. It's essential to understand the nature, scope, and impact of the problem. This involves gathering information, asking questions, and using critical thinking to break the problem into manageable parts. By doing so, you create a clear picture of what you are facing, which is vital for finding an effective solution. Remember, a well-defined problem is already half-solved, so invest time in this critical step.

Identification of the issue is crucial. Yet, three key aspects from my experience are important to keep in mind: a) when we identify the issue we already have significant biases at play that influence what we see / want to see and don't see; and b) we too often stop at symptoms rather than asking if the issue is really the issue that led to the question or problem we want to solve; and c) Humans are generally poor at statistics and draw conclusions / identified issues based on artifacts.

Es crucial identificar claramente el problema en el proceso de resolución por razones clave: proporciona claridad y enfoque, permite un análisis profundo de las causas, facilita la eficiencia en la solución y previene errores. La identificación precisa del problema es el primer paso crucial para construir soluciones efectivas y sostenibles en la resolución de problemas.

Na minha experiência, uma prática eficaz é conduzir sess?es de brainstorming abertas para explorar todas as solu??es possíveis. Avalie cada op??o sem julgamento inicial, considerando a viabilidade, riscos e benefícios. Isso ajuda a compilar uma lista diversificada de estratégias, proporcionando flexibilidade para selecionar a solu??o mais promissora após uma análise detalhada.

Looking outside the box often sounds great in theory. But it also requires being able to build a bridge for others to see your out of the box ideas as practical.

Two thoughts: a) as humans we often select to answer a different question and make a different decision to the original question. And we mostly have no idea that biases kicked in. b) I increasingly like pre-mortems for really important decisions. Think about your decision went terribly wrong after say 3 years and write down the issues that occurred. It helps to reflect on the potential issues you have not or not correctly determined.

The hardest part of monitoring results is to differentiate between outcomes of luck versus skills. Most of us overestimate our own skill and underestimate luck in form of competitor responses or other bigger contextual events that "just happened" and impacted our results.

Three things are important to me: a) innovation and disruption require the right culture. Walking the talk is crucial; b) innovation needs to become a structured and repeatable process to create a competitive advantage; and c) I may have innovative ideas, but as a diverse team we deliver practical, transformative and innovative products, solutions and outcomes at a far higher likelihood.