If you lead with curiosity instead of a challenge, then it would be a framework that you could adopt and see working well just about any time someone presents a problem to you.
As stated above, start with questions about the origin or cause.
Root cause analysis is imperative in any line of work. The methodology may be different. Additionally, depending on one's rank and industry, it may just be part of the job.
Example, in retail, my manager and I drew an Ishikawa diagram (AKA, fishbone or cause and effect diagram). We determined two issues to be some equipment and the environment.
The company wasn't going to buy new equipment, just because ours was older. Second, we had an industrial fan to use when unloading during the summer. I would crack the garage too, and make sure water was supplied. They weren't going to install an entire air conditioning unit in that area.
My biggest takeaway is we have to meet people where they are (not where we think they should be). The same goes for the job. There are things like tribe mentality, loyalty, etc... that can make one team more synergetic, but if it's a labor intensive job. It is what it is. Same goes for desk jockies.
I love the concept of leading with curiosity to avoid igniting defensiveness. That can also be used in the opposite direction, along with gratitude, to show appreciation for the input and recognize the value in someone testing our ideas.
What types of problems would you recommend testing in the workplace?
How might one go about testing reported problems?
Hi DJ
If you lead with curiosity instead of a challenge, then it would be a framework that you could adopt and see working well just about any time someone presents a problem to you.
As stated above, start with questions about the origin or cause.
Thank you for your response.
I agree! After all, a voiced concern is a gift.
Good morning,
Root cause analysis is imperative in any line of work. The methodology may be different. Additionally, depending on one's rank and industry, it may just be part of the job.
Example, in retail, my manager and I drew an Ishikawa diagram (AKA, fishbone or cause and effect diagram). We determined two issues to be some equipment and the environment.
The company wasn't going to buy new equipment, just because ours was older. Second, we had an industrial fan to use when unloading during the summer. I would crack the garage too, and make sure water was supplied. They weren't going to install an entire air conditioning unit in that area.
My biggest takeaway is we have to meet people where they are (not where we think they should be). The same goes for the job. There are things like tribe mentality, loyalty, etc... that can make one team more synergetic, but if it's a labor intensive job. It is what it is. Same goes for desk jockies.
Thank you for your time.
Thanks, Joe.
Good to see you this morning.
What was the initial problem presented as when it came up for you in your example above?
I love the concept of leading with curiosity to avoid igniting defensiveness. That can also be used in the opposite direction, along with gratitude, to show appreciation for the input and recognize the value in someone testing our ideas.