11 Perceive and Don’t Tolerate Problems
11.1 If you’re not worried, you need to worry—and if you’re worried, you don’t need to worry.
11.2 Design and oversee a machine to perceive whether things are good enough or not good enough, or do it yourself.
a. Assign people the job of perceiving problems, give them
time to investigate, and make sure they have independent reporting lines so that they can convey problems without any fear of recrimination.
b. Watch out for the “Frog in the Boiling Water Syndrome.”
c. Beware of group-think: e fact that no one seems
concerned doesn’t mean nothing is wrong.
d. To perceive problems, compare how the outcomes are
lining up with your goals.
e. “Taste the soup.”
f. Have as many eyes looking for problems as possible.
g. “Pop the cork.”
h. Realize that the people closest to certain jobs probably know them best.
11.3 Be very speci c about problems; don’t start with generalizations. a. Avoid the anonymous “we” and “they,” because they mask personal responsibility.
11.4 Don’t be afraid to x the dif cult things.
a. Understand that problems with good, planned solutions in place are completely di erent from those without such solutions.
b. ink of the problems you perceive in a machinelike way.
12 Diagnose Problems to Get at Their Root Causes
12.1 To diagnose well, ask the following questions: 1. Is the outcome good or bad? 2. Who is responsible for the outcome? 3. If the outcome is bad, is the Responsible Party incapable and/or is the design bad?
a. Ask yourself: “Who should do what di erently?”
b. Identify at which step in the 5-Step Process the failure
occurred.
c. Identify the principles that were violated.
d. Avoid Monday morning quarterbacking.
e. Don’t confuse the quality of someone’s circumstances
with the quality of their approach to dealing with the
circumstances.
f. Identifying the fact that someone else doesn’t know what
to do doesn’t mean that you know what to do.
g. Remember that a root cause is not an action but a reason.
h. To distinguish between a capacity issue and a capability
issue, imagine how the person would perform at that
particular function if they had ample capacity.
i. Keep in mind that managers usually fail or fall short of
their goals for one (or more) of ve reasons.
12.2 Maintain an emerging synthesis by diagnosing continuously.
12.3 Keep in mind that diagnoses should produce outcomes.
a. Remember that if you have the same people doing the same things, you should expect the same results.
12.4 Use the following “drill-down” technique to gain an 80/20 understanding of a department or sub-department that is having problems.
12.5 Understand that diagnosis is foundational to both progress and quality relationships.
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