Examination ability:
Define the problem correctly,
Deepening the problem layer by layer,
Identify potential pitfalls in problems
Define the problem
First ask if it is, then why
Understanding questions:
What is the definition of the core word involved in the question?
Who is the final decision maker on the issue?
What are the deliverables?
What is the approximate accuracy of the target for solving the problem?
What is the time limit for submitting the best solution?
History background:
What is the background to the problem?
(Origin/era/related people/similar fields, etc.)
Solve the problem:
What stakeholder involvement and buy-in is needed to solve the problem?
What are the key constraints involved in the problem (budget/legal/relationships/technological breakthroughs, etc.)?
Can the constraints really not be overcome?
In what ways might your imagination lead to unexpected surprises?
Evaluation plan:
What impact might implementing the recommendations have on the organization and what impact would it have on different departments?
How to judge whether the problem has been solved?
What are the potentially significant risks?
Dig into the underlying issues
Drawing on first principles:
Return to the most basic conditions of things, split them into various elements for deconstructive analysis, and find the optimal path to achieve the goal.
Identify potential pitfalls in problems
"If" questions need to be filtered:
Target filter:
Does the question help achieve the goal (client/lead/my/team goals)?
What effect is achieved in solving the problem?
Solution screening:
Are there any related questions, and if there are simpler questions, which one should you choose?
Is there a solution to this problem?
Are there resources to address this issue and what resources are available?
How confident are you in solving this problem (lack of knowledge structure, ability, problem not important)?
Risk screening:
What are the risks associated with solving this problem?
Are the risks faced within the acceptable range?
There is something wrong with the question itself:
type:
Asking questions in a negative way;
The questions are contradictory;
The questions raised limit other possibilities;
Question contains either/or options
Logical power:
Have the ability to think logically,
Able to build the pyramid correctly,
Simplify the Pyramid by Simplifying Thinking
pyramid logic
From big to small:
Identify all items in the problem to ensure complete resolution
-> Break down big problems into smaller, more convenient ones
-> Then assign responsibility to individuals
Commonly used logic:
Induction, deduction, hypothetical logic, business common sense
Element logic (example: distance = speed x time)
Decision logic (a series of consecutive decisions, if...then...)
Various formulas (revenue-cost=profit)
Knowledge accumulation:
Ask industry experts
Read a lot of professional books and documents yourself
pyramid structure
Vertical relationship: logical support
The title extracts the essence, the conclusion comes first, the above is unified, the logic is progressive, and the top and bottom support
Horizontal relationships: neither heavy nor leaky
Classification and grouping, no repetition, no omission, no more than 9 arguments per layer, no less than 3
Simplify the pyramid
less is more:
Do as little as possible during a concentrated period of time, and then change channels quickly
Maximize value:
Complete a task and achieve at least 2 goals
The pyramid principle is just a communication principle and cannot solve the problem
Analytical skills:
Increase the amount of information you have through a variety of methods,
Have basic data analysis skills,
Use professional help to analyze information
Increase the amount of information
Increase common sense and rely on common sense:
Read thousands of books, travel thousands of miles, meet thousands of people, experience thousands of things
Improve the efficiency of collecting data:
You can buy data;
With questions, suppose to collect information
Brainstorm:
Flat team structure, no more than 3 layers;
Requires leadership’s own mobility;
Brainstorming (most comfortable for 3-5 people) opens up imagination and stimulates creativity;
Change angles and methods;
Get more exposure to different and niche content
Analysis routine
Structured analysis questions:
Adjustment study (5W1H, sample medicine);
Make good use of experts (educational background, mentors, long-term work units, research, books, publications, industry reputation, speaking skills), and be cautious in using experts who have been officials for a long time. Experts evaluate assumptions, data and quality;
You need to be able to ask good questions, and observe people around you who can ask good questions;
Continue to solve more problems;
data thinking
Data speaks (statistics is used a lot)
Be good at estimating (Principle 72)
Use killing tools with caution (use complex calculation tools with caution)
common problem
Confirmation, clinging to day one assumptions and ignoring new information
Go ahead and hold on to the initial data and the answers prompted by the facts.
Being stubborn and clinging to sunk costs
Be persistent and hold on to what you already have
Belief, overconfidence
Action force:
Establish rules of conduct,
Develop an effective action plan,
Take action quickly
Establish rules of conduct
Teams must listen to themselves:
Appearance/Inner Consistency, Appearance is Consistent but Inner Inconsistency is Appearance Inconsistent, Inner Consistency is Appearance Inconsistent;
What to do? Why do it? What changes should be made? What results are achieved? ;
Analyze key elements of consensus;
jointly develop action strategies;
well made plan
Work Plan:
Workflow, conditions for task realization, responsible person, facilitator, deliverables, delivery time
Project Plan:
Scope, progress, quality, resources (human, financial and material), communication (regular meetings, etc.), risks
Common mistakes:
Headless, no deliverables, no deadlines, pick the hard nut first, fail to hit anyone, spend too much time on the work plan, the team is not united
First day answers
Having the answers on the first day may not be correct, but it can improve efficiency, facilitate decomposition of tasks, and lead the team to divide work and collaborate;
Provide quick feedback on progress to relevant parties;
Within a limited time, force yourself, and it is really impossible to find an expert;
Be wary of perfectionism
self-resilience
Calmly accept the facts before you, and still find the meaning of life in difficult times;
Set a clear goal that can be adjusted in time based on actual conditions;
Allow a certain emotional buffering period
Communication skills:
Be good at listening to others,
Distinguish other people’s true thoughts and understand others from the perspective of human nature,
Use certain skills and strategies to communicate with stakeholders
enter
3F listening:
Pay attention to and distinguish between Fact (facts), Feeling (feelings/opinions),
Focus
Improve communication level:
Just know how to pay attention to yourself
-> Start following others
-> Generate interaction to achieve same frequency
Common tool
IREP
1. Issue (argument) faces what problem;
2. What happened during the Reason process? What is the reason? ;
3. Example What are the examples;
4. Point (Conclusion/Viewpoint) What is the conclusion, what should be done, how to look at this problem, right and wrong and how to improve
SCQA
1. What happened in Situation? ;
2. Complication (conflict) What kind of conflict is there and what is the root cause? ;
3. Question: How to face the problem, and what elements will be involved in solving the problem? ;
4. Answer (Answer) What is our answer?
output
Story line (word):
Determine target topics
->Find the core plot
->Arrange plot sequence
->Add detailed description
-> Draw conclusions
Storyboard (ppt):
Determine the subject
-> Develop a story outline
-> Design storyline
-> Draw storyboard
Only know how to pay attention to yourself -> start to pay attention to others -> generate interaction and realize the same frequency
Team strength:
Know people well and assign them well, delegate authority to others,
Cultivate and motivate subordinates in a targeted manner,
Create a problem-solving culture within the team
Authorize
benefit:
Unleash the potential of the team, stimulate the sense of responsibility of the team, managers have the skills to do their best, cultivate future management talents, and create a good team atmosphere
method:
1) Confirm tasks, which tasks are suitable for authorization (urgent and not important; employees already have relevant skills; employees are better at it)/which are not suitable (involving confidentiality; designated by superiors to complete in person; personnel appointments and removals, performance management);
2) Select personnel, responsibility/active communication/professional ability/self-motivation;
3) Reach consensus on goals/priorities/deadlines/responsible persons/feedback methods, etc.;
4) Supervision and control;
5) Review afterwards
excitation
1) Things are interesting, people grow, and they are given enough money (more than 30% higher than the market average);
2) Negative incentives (use with caution). Rules must be placed before results. It is recommended that negative incentives should not be used for performance, but should be based on values and culture.
Core force:
Be mentally strong and have the courage to criticize yourself
Discover and correct your own shortcomings in a timely manner
Continuous learning
Error in reviewing the question
Not reviewing the topic at all,
There is no correct question,
Not fully reviewed
pyramid error
There is no logical support from top to bottom,
There is nothing horizontally that is neither heavy nor leaky.
Does not satisfy the 3-9 principle
Analysis error
Lack of data and information,
Lack of estimating ability,
Lack of uncomplicated, basic modeling statistical capabilities
Action error
The best solutions are not tightly coupled with specific actions.
Empty talk about plans or delay in taking action
communication error
Failure to reach sufficient consensus with stakeholders,
Lack of awareness of repeated communication,
If you don’t know how to listen to others, you often fall into the dilemma of ineffective communication.
Paying too much attention to the ritual sense of communication and losing the opportunity to communicate
human error
I want to experience everything myself,
Blindly blaming problems on subordinates,
The team’s knowledge structure, insight and capabilities are insufficient,
Lack of a problem-solving culture of "unity, tension, seriousness and liveliness",
Completely avoid arguing or challenging anything
kernel error
Stubborn and self-sufficient, unwilling or lacking the courage to overturn previous main conclusions in the face of changes in the implementation process;
There is no distinction between public and private affairs and one cannot seek truth from facts;
Self-righteous and unable to develop, admit, and correct one's mistakes in a timely manner
The 4 axioms of Chengshixue
第一公理：
人类在任何时候，都要追求资源的最佳利用和效率的最大化
第二公理：
任何事都没有完美解决方案，但任何事在某个时间范围内一定有最佳解决方案
第三公理：
不要试图解决所有问题，尽100%力气全面认真应用二八原则
Extended meaning:
1. Divide one thing into 5 parts, and use 20% of the energy in each part to achieve 80% effect, that is, 5*80%=400%;
2. Method to confirm 80% effect:
a) Confirm with yourself and those around you that there are no obvious problems;
b) Use your best efforts as long as it is sustainable;
3. Control your fear, don’t be anxious, afraid, or shameless
第四公理：
解决问题的实质就是以假设为驱动，以事实为基础，符合逻辑的真知灼见（金线原理）
People are the key, RACI principle
1. Responsible: Responsible for executing tasks or activities and is the main executor of the task. They are responsible for ensuring tasks are completed on time and are directly responsible for their results;
2. Facilitator (Accountable): Responsible for ensuring the completion of the task and has the final responsibility for the results of the task. Typically only one person is designated as the facilitator, and this role has oversight and decision-making responsibility for the quality and progress of the assignment;
3. Consulted: A person who needs to provide opinions, suggestions or professional knowledge during task execution. They can provide information and opinions on specific issues but do not assume final decision-making responsibility;
4. Informed: People who need to be informed of task progress and results. They may be affected by the mission but need not be involved in its actual execution or decision-making process
MECE principles:
1. Mutually Exclusive: The different classifications or solutions proposed should be mutually exclusive, that is, each element can only belong to one classification or solution, with no overlapping or duplicate parts.
2. Collectively Exhaustive: The proposed classification or solution should be comprehensive and complete, that is, all possible situations are covered to ensure that nothing is missed
Management tools SMART:
1. Specific: The goal should be clear, specific, and clearly specify the results or results to be achieved. Clarity helps us better understand and focus on goals
2. Measurable: Goals need to be able to evaluate and track progress in a measurable way. By setting clear metrics, we can determine whether we are successfully achieving our goals
3. Achievable: The goal should be reasonable and feasible, and can be achieved within the given resources and capabilities. Make sure goals are feasible and avoid setting goals that are too high or too low
4. Relevant: The goal should be consistent with the long-term vision and strategic goals of the individual, team or organization, ensuring that the goal is consistent with the overall development direction and values.
5. Time-bound: Goal setting should include a clear deadline or time frame to provide a clear time frame to drive action and track progress.
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