It’s important to make extensive observations, do deep analysis, gain comprehensive understanding of causation, correlation, and figure out the exact cause and effect, with the goal to make constant improvement.
Root cause analysis entails an effect on context: Business ecosystem is complex, you can't separate things properly; you cannot predict the actual effect of interactions straightforwardly. It’s not so effective to use linear logic to understand a highly complex, nonlinear world. The cause-effect may be seen as yet another cause. Focus on nonlinear rather than just linear cause-effect. Technically, after observing events and patterns, there are underlying structures, mechanisms that cause issues. For handling complexity, understanding context is often the first and the important step in understanding - without it, you are working without any boundaries.
Cause-effect analysis involves seeing things underneath and around the corner, perceiving the invisible, catching “implicit” elements, recognizing connections and interdependencies, and having an in-depth understanding of the root cause. Contextualization aids us in understanding what’s relevant and what’s not. Without the contextual understanding of complex issues, cause-effect reasoning, the blind spots, gaps, and change pitfalls are inevitable.
Behavior sometimes will grow worse before it grows better - or vice versa: Leading only with operational considerations is not the optimal way moving forward for the long run. Organizations achieve strategic flexibility by bending overly restrictive rules or loosing inflexible procedures, increasing business agility, and developing dynamic capabilities. Sometimes, you need to take a step back for understanding things holistically, build the groundwork with the platform to provide customized solutions with quality and reusability.
Introspectively, the best way is to go inwards to see how your own actions might be contributing to the overall problem as they are the easiest things to change. Organizational behaviors could go worse before it grows better if the management diagnoses the root cause of problems or updates their principles or practices. Taking a step back sometimes allows leaders and managers to truly dig into the root cause of the problems, rather than just rush up to keep hands busy fixing the symptoms. Step back, hand-off, bend over, fail fast, if necessary, in order to speed up and make transformation.
Small changes can produce big results, but the areas of highest leverage are often the least obvious: There are incremental changes and radical changes; a small effect in one place can cause a cascade of events that produce a nonlinear big impact. The larger change you initiate, to more chances you perhaps fail. The real-time information can bring business insight and foresight, discover the hidden leverage points, shape the organization as a self-adaptive system which is able to reconfigure its own structure and change its own behavior to drive transformative changes.
It’s important to transform the company's underlying functions, processes, and cultures. identify effective leverage points for expanding in all directions horizontally and vertically.The behavior can be changed either through operational adjustment based on incremental activities you take as you are introduced to information & skill; or through cognitive transformation shifts in thoughts or beliefs that result from looking inward and reflecting. Usually, mind shift takes time and a lot of learning, relearning, understanding, but it helps to make transcendental change and sustain its impacts.
Business world becomes over-complex, applying techniques of linear mathematics logic to the world very quickly turns out to be ineffective, coming up against insurmountable difficulties. It is the desire to acquire and apply that knowledge, transform into the insight that will make you more effective for dealing with various complex issues today. It’s important to make extensive observations, do deep analysis, gain comprehensive understanding of causation, correlation, and figure out the exact cause and effect, with the goal to make constant improvement.
Cause-effect analysis involves seeing things underneath and around the corner, perceiving the invisible, catching “implicit” elements, recognizing connections and interdependencies, and having an in-depth understanding of the root cause. Contextualization aids us in understanding what’s relevant and what’s not. Without the contextual understanding of complex issues, cause-effect reasoning, the blind spots, gaps, and change pitfalls are inevitable.
Behavior sometimes will grow worse before it grows better - or vice versa: Leading only with operational considerations is not the optimal way moving forward for the long run. Organizations achieve strategic flexibility by bending overly restrictive rules or loosing inflexible procedures, increasing business agility, and developing dynamic capabilities. Sometimes, you need to take a step back for understanding things holistically, build the groundwork with the platform to provide customized solutions with quality and reusability.
Introspectively, the best way is to go inwards to see how your own actions might be contributing to the overall problem as they are the easiest things to change. Organizational behaviors could go worse before it grows better if the management diagnoses the root cause of problems or updates their principles or practices. Taking a step back sometimes allows leaders and managers to truly dig into the root cause of the problems, rather than just rush up to keep hands busy fixing the symptoms. Step back, hand-off, bend over, fail fast, if necessary, in order to speed up and make transformation.
It’s important to transform the company's underlying functions, processes, and cultures. identify effective leverage points for expanding in all directions horizontally and vertically.The behavior can be changed either through operational adjustment based on incremental activities you take as you are introduced to information & skill; or through cognitive transformation shifts in thoughts or beliefs that result from looking inward and reflecting. Usually, mind shift takes time and a lot of learning, relearning, understanding, but it helps to make transcendental change and sustain its impacts.
Business world becomes over-complex, applying techniques of linear mathematics logic to the world very quickly turns out to be ineffective, coming up against insurmountable difficulties. It is the desire to acquire and apply that knowledge, transform into the insight that will make you more effective for dealing with various complex issues today. It’s important to make extensive observations, do deep analysis, gain comprehensive understanding of causation, correlation, and figure out the exact cause and effect, with the goal to make constant improvement.
0 comments:
Post a Comment