Recently, I was bored and signed up for a training course called Thinking Technology in the company. I feel that one sentence is to encounter a problem, find the priority of the problem ( priority wisdom ), analyze the problem, determine the cause ( reason wisdom ) and focus ( thinking wisdom ), and finally solve the problem, create and verify the solution ( scheme wisdom ). It's very simple, it is to turn our usual work into a methodology.
Training materials and case information are located on the network disk: /darren/java/training/thinking training
1. Lecturer
Li Xin, double master's degree from Nanyou University and Tsinghua University. 17 years of work experience, worked as technical, product manager, business manager, etc.
Personally, what kind of motivation are you interested in to become a trainer? Maslow's self-actualization?
2. Prioritize Wisdom
- Situation : The problem faced or the focus of attention. Be specific
- Issue : List stakeholders and draw questions from stakeholders. Any more? Can you be more specific?
- Prioritize: Identify criteria (2 to 4) to evaluate all issues.
- Develop an action plan: be realistic, time-bound, not overdraft resources, determine the time-limit and nature of the task owner
Precautions:
1. Write the problem, not the reason and the action
2, be fast, write while discussing
3. List the items to be specific and factual
4. Stakeholders: Are you all listed? Have you spoken? Have you spoken enough?
Practice experience: 1. Stakeholders must be complete, otherwise it will be difficult to list a complete issue, and it will be difficult to determine the action plan to implement
2. The list of problems should be comprehensive and detailed.
3. The choice of the standard is very important. It should be specific, such as cost, and it should be written as low cost.
4. Action plans are not solutions, but assignments of tasks
Example:
PW| State the situation: | ||||
| stakeholder | ||||
| matter | Standard 1 | Standard 2 | Standard 3 | overall priority |
| xxx | high | middle | high | |
| xxx | middle | high | Low | |
| xxx | middle | Low | middle | |
| xxx | Low | middle | middle | |
| xxx |
Lecturer example:
1. Send the child to the exam, drink coffee at Starbucks and wait for the child's exam to end. 15 minutes before the end of the exam, I found that the mobile wallet was not with me,
How to get out and pick up a child quickly?
2, The hand lift in the factory is not safe
3. Coordinate the work of various departments
Three, thinking wisdom
- Statement Problems: Be Specific, Short, Refined Statements
- Clarification of information : Information must be factual and specific; no reason, only phenomenon, no comment
- Distilling the Core : Reaching a Consensus and Common Understanding of the Context of the Issue
- Adjusting focus : agreement to address the issue or problem; whether the problem addresses the main phenomenon
Notes :
1, Has every stakeholder said it?
2. The choroid diagram should not only have cause and effect. There should be a cause for a cause and a result for the effect
3, the skills of transforming the venation diagram, the small yellow picture should not exceed 20 (after using PW), do not connect the small yellow picture
4, may be closed loop
Experience:
1, when there is a problem, I can't write it out
2. Induction is important
3, draw the context diagram, ignoring the context, no results and results of the results
4. Can't see the perspective of other stakeholders
Example:
TW| State the problem | xxxxxxxxxxxxxxxxxxxx |
| stakeholder | |
| clarify information | |
| Refine the core | |
| Adjust the focus |
Lecturer example: After signing up for training, not participating
Fourth, reason wisdom
- Determine the cause: determine the object, determine the fault, determine the problem
- Clarification details: Yes....but not....why?
- Generate probable causes: List statements of causes, logically explaining how the malpractice occurred
- Confirmation Reason: Testing and Validation
Example: ATM machine does not read card
CW| 1, identify the problem | ||
| What is the object of the problem | Can you be specific? | |
| ATM machine in the lobby | In the warehouse during renovation, Soiled when renovated Started daily cleaning 2 weeks ago |
|
| What's wrong with this object | do you know why | |
| Does not read the card | ||
| Problem Description: | The 3600 ATM machine in the CCC hall does not read the card | |
| Yes | but not | why |
| What is the object of the problem? 3600 ATM machine in the lobby |
What other similar objects logically exist, but don't? Model 3600 ATM outside the lobby |
Why not the other objects? Outside the hall, the hall will be cleaned |
| What's wrong with the object? Does not read the card
|
Is there anything similar that makes sense but doesn't? No card reading at all xxxx |
Why is there that particular drawback and the others don't?
|
| Where is this object located?
|
Where else might an error be observed, but not?
|
Why in this place and not elsewhere?
|
| where is the problem in that object
|
Where else could the malpractice occur in the object, but no? N/A |
Why this location and not the other? N/A |
| When will this problem occur? Monday to Saturday 8:00-10:00
|
And when is it possible that the malpractice was first noticed, but didn't? Sunday 8:00 - 10:00 Monday to Sunday other times |
Why did it happen at that particular point in time, and not something else? no cleaning on sunday
|
| How often the malpractice occurs Periodic |
??? | Why this form and not the other form?
|
| During the course of the subject's series of events, when was the malpractice noticed?
|
During the course of a series of events for the subject, when is it possible to notice a malpractice, but not?
|
Why the malpractice was noticed at that particular stage in the event process and not at other stages
|
Five, plan wisdom
- Statement of Purpose: Be as specific and concise as possible
- Clear requirements: from listing to refining, quantify requirements as much as possible
- Evaluate Scenarios: Generate Alternative Scenarios, Evaluate Scenarios
- Create and select solutions: Enrich the details of the solution, consider the minimum requirements first, and then consider the maximum benefits. Ensure commitment and support
check thinking
Prevention---------> Risk -------------> Plan
Advocate ------------> Opportunity --------------> Take advantage of
Example:
SW| stated purpose: | |||||
| 罗列利益相关方 | |||||
| 罗列要求和评估想法 | |||||
| 关键要求 | 备选方案 | ||||
| 1 | 2,xx | 3, xx | 4,xx | 5,xxxx | |