Preventing problems logically, technically or psychologically is an interdisciplinary approach to improve risk resilience of the organization, improve business agility and maturity.
It’s important to set right principles, make information based analysis without ignoring gut-feelings, and take a logical problem-solving scenario.
Logically, simplifying complicated issues is an optimal choice for preventing problems or errors: Running a business is an iterative problem-solving continuum. There is a coherent relationship between simplicity and clarity. When an organization becomes overly complex and people get frustrated and annoyed by not being able to accomplish things easily; when there are varying confusions or tensions between different teams or divisions, problems or chains of problems are generated, silo created and the speed of business is decelerated. It drives the search for simpler concepts and methods to handle problems both at strategic and tactical level for reducing errors and if possible, preventing serious problems from happening.
People complicate the simple things when they don't have the answers. Great problem-solvers deepen their understanding of complexity, clarify the logic behind issues by putting themselves in a self-awareness position of experiencing, listening, or hearing all sides of problems/challenges, decode complexity and make it simple but purposeful in order to deal with conflicts or arguments thoughtfully. They develop their own level of skills to read between lines, untangle multi-thread logic behind issues, find common ground and initiate relevant dialogues, turn around the tough situations, avoid unnecessary pains, to prevent or handle problems mindfully.
Technically, preventing problems, managing risks and enabling continuous improvement require the power of information, leadership support: In order to prevent or solve a problem, you have to get an agreement that a problem or risk exists. In order to prevent a problem in a timely manner, it’s about applying quality data to forecast what will happen in the business and develop a predicting model based on the information you have. Know your information, then see what it predicts. The quality of your data defines the quality of your prediction, the effectiveness of risk management and problem-solving efficiency.
Information is the means to the end. It’s all in what you do with the information that ultimately matters. To predict and prevent problems, it’s important to integrate information -based insight into the business processes for identifying, assessing, preventing, and resolving problems as well as reporting the status to ensure business effectiveness. Broadly speaking, to prevent risks or problem from happening, it’s important to harness leadership, enhance information-based decision-making, cultivate an open culture, ask for feedback from others on what they believe the problem to be, or be prepared to hear something you might not like or agree with, for increasing digital awareness and prevent risks smoothly.
Psychologically, understanding the emotion cycle behind issues enables the management to prevent or manage problems smoothly: People are usually problem-creators; their behaviors are the trigger to problems, their negative psychology is usually the root cause to certain social problems. Thus, seeing through people via psychological lens helps to understand problems cognitively; sociologically, or historically. Even though you couldn’t predict anything beforehand, you can always imagine different scenarios based on “lessons learned” with many experiences involved in current or in the past. By understanding the proving psychological concepts and practicing them, businesses can instill positive psychology in their workforce, focusing on learning and problem-solving.
What is more interesting is what drives people’s emotions or perspectives from a problem management perspective? Great problem preventers understand how to influence the emotions of people and instill positive psychology, so people won’t create new problems. Actually they are empowered, intrinsically motivated to take initiatives; they are well trained and supported to solve problems large or small without causing further issues. Predicting and shaping human mindset and behavior is hard and there is always going to be an error. It is an interdisciplinary effort to awaken constructive thinking, possibilities in people to shape a great culture for psychological problem-prevention and innovative problem-solving.
Although not everything is predictable, information is still one of the most important assets of the company. It is a complex domain and information becomes meaningful when being sorted through and processed to make sure of its coherence. People are still the center of problem-solving; preventing problems logically, technically or psychologically is an interdisciplinary approach to improve risk resilience of the organization, improve business agility and maturity.
Logically, simplifying complicated issues is an optimal choice for preventing problems or errors: Running a business is an iterative problem-solving continuum. There is a coherent relationship between simplicity and clarity. When an organization becomes overly complex and people get frustrated and annoyed by not being able to accomplish things easily; when there are varying confusions or tensions between different teams or divisions, problems or chains of problems are generated, silo created and the speed of business is decelerated. It drives the search for simpler concepts and methods to handle problems both at strategic and tactical level for reducing errors and if possible, preventing serious problems from happening.
People complicate the simple things when they don't have the answers. Great problem-solvers deepen their understanding of complexity, clarify the logic behind issues by putting themselves in a self-awareness position of experiencing, listening, or hearing all sides of problems/challenges, decode complexity and make it simple but purposeful in order to deal with conflicts or arguments thoughtfully. They develop their own level of skills to read between lines, untangle multi-thread logic behind issues, find common ground and initiate relevant dialogues, turn around the tough situations, avoid unnecessary pains, to prevent or handle problems mindfully.
Technically, preventing problems, managing risks and enabling continuous improvement require the power of information, leadership support: In order to prevent or solve a problem, you have to get an agreement that a problem or risk exists. In order to prevent a problem in a timely manner, it’s about applying quality data to forecast what will happen in the business and develop a predicting model based on the information you have. Know your information, then see what it predicts. The quality of your data defines the quality of your prediction, the effectiveness of risk management and problem-solving efficiency.
Information is the means to the end. It’s all in what you do with the information that ultimately matters. To predict and prevent problems, it’s important to integrate information -based insight into the business processes for identifying, assessing, preventing, and resolving problems as well as reporting the status to ensure business effectiveness. Broadly speaking, to prevent risks or problem from happening, it’s important to harness leadership, enhance information-based decision-making, cultivate an open culture, ask for feedback from others on what they believe the problem to be, or be prepared to hear something you might not like or agree with, for increasing digital awareness and prevent risks smoothly.
What is more interesting is what drives people’s emotions or perspectives from a problem management perspective? Great problem preventers understand how to influence the emotions of people and instill positive psychology, so people won’t create new problems. Actually they are empowered, intrinsically motivated to take initiatives; they are well trained and supported to solve problems large or small without causing further issues. Predicting and shaping human mindset and behavior is hard and there is always going to be an error. It is an interdisciplinary effort to awaken constructive thinking, possibilities in people to shape a great culture for psychological problem-prevention and innovative problem-solving.
Although not everything is predictable, information is still one of the most important assets of the company. It is a complex domain and information becomes meaningful when being sorted through and processed to make sure of its coherence. People are still the center of problem-solving; preventing problems logically, technically or psychologically is an interdisciplinary approach to improve risk resilience of the organization, improve business agility and maturity.
1 comments:
thanks for the informative helpful article
Post a Comment