Feranmi Olaseinde
@Feroxide
Joined Jul 3, 2023
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figuring it out means not only coming up with what a plan for change is but even figuring out what needs to be changed and what work needs to be done so figuring it out is not just the what but it's also the how and the and the steps for doing analysis and in organizing a team and increasingly across all sorts of work we're being asked to to figure it out and so figure it out skills are at the root of what we're going to talk about here today now figure it out comes in different flavors some of them we
might call puzzles some we might call campaigns others are more mysteries puzzles for example are those things where you kind of know when you're done you kind of know when something is solved they've got a discrete endpoint if you're in the middle of a maze and you get out of the maze you're done and you can figure out some algorithms to deal with the specific tricks of that particular puzzle if it's a jigsaw puzzle again you've got a certain number of pieces when you put them all in there
and you give them the mystery let's call that mystery though the watermelon they're handed the watermelon what do they usually do how is mystery solving usually approached you've done this you've probably done this yourselves there's a lot of what my co-author Lynd seagull and I called the smash-and-grab method where the problem is is hurled to the ground it breaks into pieces everybody scoops up a piece that they think they can tackle people work independently and then putting it back together well it's a little bit of hope
07:51
and duct tape to get everything back together so smash-and-grab seems li
et's pause for a second and consider the notion of success in this kind of a kind of a problem by the way oftentimes success means going for the double win and getting the double win it means two things one of course we want to be told and we want to hear about our work you do high quality work high quality is good it's about being rigorous it's about being detailed it's about being accurate and complete but for high-impact work we need to do more and so you high-quality work is kind of table stakes and consulting and most of
09:00
the work that we do in companies high-impact work is work that actually causes the decision makers to get clarity and confidence in what they do at least two decisions in action so it addresses and clarifies the right issues and then it also it gives the confidence for decision makers to take action after having made it a decision because of course no value is created in the real world unless some kind of decision or action is taken and so for us to have impact not just to have good quality but to have impact we have to be able to
problem solvers first of all the principle of having a process having a process is itself a principle deciding that that you're going to organize things in a particular way and being a being conscious to the fact that there are processes that we can manage is the is the first principle and of course our advice on that is is to don't smash the watermelon so what does that process look like a lot of different things different organizations different companies describe the process and break it into steps in some different ways
problem-solving it's a process that begins with a breaking the problem apart and getting it into small pieces that can be then worked on in them in the middle of the process and then different steps and tools that are designed to synthesize things and bring things back together to decisions and action Lin and I use a seven step summary of what that step what those processes might look like beginning with one defining the problem the focus there is to figure out what the problem is really about not necessarily what it's been stated to be
14:06
about that what is the heart and the soul of the problem and as you'll see we recommend summarizing a problem in the form of a key question or a central issue the next step step two is to break that problem apart if you define a problem with the central question break that question into smaller and smaller pieces for two purposes one to be able to shape shape the work and drive what work should be done and what work need not be done but also to get a deeper understanding of all the complexities and the issues three step three is to
14:39
plan the work this is the point of which we take those issues and use the issues to drive the work a good work plan comes out of that also a good we might call it a statement of work one the work plan is an internal document that really helps guide the work of the team a statement of work is the document that helps negotiate and set expectations between the the project team and the consumers of the work step four in the middle is where we pivot we move from thinking about questions to getting insights and then to answers and actions and there's