The engineers in HBO’s “Chernobyl” demonstrate the all-too-real flaws of poor problem-solving: Jumping to cause (and never letting go), refusing to accept data, and focusing on blame. Continue reading Trouble-Shooting Meltdowns
Asking “Why?” five times is a great way to get punched in the nose.
It’s *not* a great “problem-solving” methodology. Continue reading ‘Why?’ What Is It Good For (Absolutely Nuthin’?)
People don’t “cause” problems because they want to – it’s generally because the culture not only allows it, but encourages it!
Here are some questions to consider to see if your performance environment is out of balance. Part 3 of 3. Continue reading Seeking Balance with ‘People Problems’
In my previous post, I discussed the temptation of assigning blame during any kind of root cause analysis.
No matter the cause, understanding how employees were – and will be – expected to behave is key to successfully implementing a fix. Continue reading Expect Better
Even high-profile investigations get knocked off course when they pursue WHO to blame, rather than the underlying causes behind WHY it occurred.
In this post, the first of three, I discuss the hazards with chasing the Who and not the Why. Continue reading Good Investigators Don’t Search for the Who
Who doesn’t hate Tom Brady?
Objective knowledge of ‘Should’ and ‘Actual’, though, calls into question the merit behind Deflategate and his ultimate suspension.
A ‘KT Classic’ from 2015. Continue reading Knowing the Value of Knowing