You have to really dig beneath the superficial layer, to understand correlation and causation.
A structural problem-solver contemplates in a systematic way: What is the problem, what is the symptom, what could be the root causes? Which perspective should I consider? Did I overlook anything? What are the cause-effects, how to solve the real problem without causing further issues later on?
Until the underlying problem is addressed, the symptom or result will continue to return: Running business is complex nowadays, many leaders or professionals in organizations do not understand complexity and non-linearity. Often, they are looking for quick fixes to the problems they perceive. However, if you confuse symptoms with root causes, trying to fix the wrong cause of a problem will waste time and resources, increase anxiety, disengage people, and decelerate business speed. That would cause more issues later on. In order to dig into the real cause of problems, you need to go through multidimensional analysis, practice nonlinear thinking, and frame bigger thinking boxes cross-disciplinarily, in order to solve or resolve problems holistically.
Causation is always within a context; contextual understanding can be deepened via system thinking: The problem has a cause or multiple causes – what is wrong, why does the problem happen? How to solve it thoroughly. Gathering quality information is a crucial step in problem-solving identification. Causation is often contextual so contextual understanding helps people shape an insightful view of the complex problem and broaden people’s perspective of cause and effect. Context is a chain of associations. Leverage system understanding to see the invisible behind the visible; see the connections and interdependence; see how things in the 'now' came from the past, shape into the future; see how changes would happen over time; perceive what small change can be made that might effectively change the future significantly; induct & deduct what consequences can be created through actions.
Correlation in problem-solving implies probability: A correlation between two variables does not necessarily imply that one causes the other. (Depth + Breadth) of Understanding = Probability for complex problem-solving via understanding relationships between possible causes or interrelationships between different problems. To figure out cause-effect, it’s important to gain an in-depth understanding of business issues by applying interdisciplinary knowledge to pinpoint correlation. There are quite a lot of interrelationships as correlation analysis could trigger a chain of associations. You see it in another context, or you might see the influences of another domain colliding with the expected domain. Think holistically and figure out solutions synthetically.
There are multiple, inter-related dynamics in business circumstances today, change is inevitable, problem-solving is complex. You have to really dig beneath the superficial layer, to understand correlation and causation. The more complex the situation is, the more important it is to apply multidimensional thought processes, cross disciplinary knowledge, scientific analytical methods & tools to see underneath the symptoms and dig into root causes of the problem in order to come up with holistic solutions.
Until the underlying problem is addressed, the symptom or result will continue to return: Running business is complex nowadays, many leaders or professionals in organizations do not understand complexity and non-linearity. Often, they are looking for quick fixes to the problems they perceive. However, if you confuse symptoms with root causes, trying to fix the wrong cause of a problem will waste time and resources, increase anxiety, disengage people, and decelerate business speed. That would cause more issues later on. In order to dig into the real cause of problems, you need to go through multidimensional analysis, practice nonlinear thinking, and frame bigger thinking boxes cross-disciplinarily, in order to solve or resolve problems holistically.
Causation is always within a context; contextual understanding can be deepened via system thinking: The problem has a cause or multiple causes – what is wrong, why does the problem happen? How to solve it thoroughly. Gathering quality information is a crucial step in problem-solving identification. Causation is often contextual so contextual understanding helps people shape an insightful view of the complex problem and broaden people’s perspective of cause and effect. Context is a chain of associations. Leverage system understanding to see the invisible behind the visible; see the connections and interdependence; see how things in the 'now' came from the past, shape into the future; see how changes would happen over time; perceive what small change can be made that might effectively change the future significantly; induct & deduct what consequences can be created through actions.
There are multiple, inter-related dynamics in business circumstances today, change is inevitable, problem-solving is complex. You have to really dig beneath the superficial layer, to understand correlation and causation. The more complex the situation is, the more important it is to apply multidimensional thought processes, cross disciplinary knowledge, scientific analytical methods & tools to see underneath the symptoms and dig into root causes of the problem in order to come up with holistic solutions.
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