Problem Solving

Intellectual Inspiration Often Lies in the Overlap of Disparate Ideas

January 20, 2022 By Nagesh Belludi Leave a Comment

From David Chapman’s instructive essay ‘How to Think Real Good,’

Learn from fields very different from your own. They each have ways of thinking that can be useful at surprising times. Just learning to think like an anthropologist, a psychologist, and a philosopher will beneficially stretch your mind.

Leonardo da Vinci---Renaissance man was as much a scientist as an artist I’ve always been an admirer of the “Renaissance Man”—the notion that one should try to embrace multiple knowledges and develop one’s own faculties as broadly as possible. An archaeologist who studies only material culture will think similar thoughts to a second archaeologist who studies only material culture. However, an archaeologist whose studies also include anthropology, biology, geology, and metallurgy has the wherewithal to pursue her curiosity down disparate channels and synthesize multiple perspectives.

Idea for Impact: Dabble in multiple disciplines intermittently and try to understand the basic thinking model of each discipline. You’ll think more broadly, redefine problems outside of normal boundaries, and reach solutions anchored in a unique understanding of complex situations.

Making Tough Decisions with Scant Data

January 18, 2022 By Nagesh Belludi Leave a Comment

CDC Grappling with Imperfect Science - Making Tough Decisions with Scant Data Yesterday’s New York Times article highlights the complex tradeoff leaders must often make between indecision and acting on insufficient information:

The Omicron variant is pushing the CDC into issuing recommendations based on what once would have been considered insufficient evidence, amid growing public concern about how these guidelines affect the economy and education. CDC Director Dr. Rochelle Walensky has been commended for short-circuiting a laborious process and taking a pragmatic approach to manage a national emergency, saying she was right to move ahead even when the data was unclear and agency researchers remained unsure. The challenge now for Dr. Walensky is figuring out how to convey this message to the public: “The science is incomplete, and this is our best advice for now.”

The smartest people I know are the ones who understand that they don’t know—can’t know—everything. Yet, they’re ready to act on imperfect information, especially when being slow is going to be costly.

Idea for Impact: Being able to analyze information is insufficient if you can’t reach decisions.

Knowing you’ll never know everything shouldn’t prevent you from acting. The ability to reason and reconsider your position on something is an integral part of rational thought.

Selling is About Solving Customer Problems

December 15, 2021 By Nagesh Belludi Leave a Comment

The best salespeople don’t sway customers through manipulative games and mesmerizing presentations. Instead, they figure out how they can enhance a customers’ lives.

Selling is About Solving Customer Problems If customers believe their problems are real and, more importantly, if they understand them personally, they’re more likely to be persuaded by an image of a satisfying solution.

No product or service is excellent in and of itself. It’s only worthy if it fulfills customers’ needs.

Invest more time in the problem representation stage. Develop a fuller appreciation of your customers’ problems. Make the idea of paying money for the solutions seem natural. Induce consumers to fit your products and services into their long-held routines.

Idea for Impact: Focus on solving customer problems. Don’t find customers for your product. Find products for your customers.

Even the Best Need a Coach

November 22, 2021 By Nagesh Belludi Leave a Comment

Even the Best Need a Coach (Tom Brady with coach Bill Belichick)

As the saying goes, it’s what you learn after you know it all.

Top athletes rely on coaches to push their performance to new heights. Even Tiger Woods had a swing coach at the top of his game.

Many corporate executives seek out several advisors who help frame ideas for them and play a point of critical thinking. Former General Electric CEO Jack Welch worked with Ram Charan, the eminence grise of business advisors, for many years.

“It’s not how good you are now; it’s how good you’re going to be that really matters”

In a TED2017 speech, the American surgeon Atul Gawande—author of such well-received books as The Checklist Manifesto (2011)—emphasized how coaching helps individuals and teams execute better on the fundamentals:

Having a good coach to provide a more accurate picture of our reality, to instill positive habits of thinking, and to break our actions down and then help us build them back up again.

There are numerous problems in “making it on your own.” You don’t recognize the issues that are standing in your way—or, if you do, you don’t necessarily know how to fix them. And the result is that somewhere along the way, you stop improving.

That’s what great coaches do—they are your external eyes and ears, providing a more accurate picture of your reality. They’re good at recognizing the fundamentals. They’re breaking your actions down and then helping you build them back up again.

Sometimes you can be too close to things to see the truth.

Blind spots are less obvious when things are going well. It is very easy for you to become inward-looking, particularly when you’ve been very successful. However, these blind spots can become destructive when performance moves in the other direction.

A third-party, fresh-eye assessment is an obvious reality check. Coaching is a whole line of way that can bring value to what you do and excel at it.

If you’re successful and want to get better, you’ll need to look at your situation as an outsider might. Coaching can help you get perspective and see things in a more detached manner.

It’s Lonely at the Top

Executives need a valuable ally and a resource for professional growth. They hire coaches to help explore their strengths and vulnerabilities.

Coaches are also valuable allies in decision-making. Many executives find it helpful to talk important decisions over with a trusted coach—just the process of talking can help sort out and clarify thoughts and feelings. Not to mention how another person’s views may illumine aspects of a problem that you may have missed.

Besides, many a coach’s specific arena is one of interpersonal relationships, office politics, and corporate culture. To be effective in our work, you must be effective in building relationships with your bosses, subordinates, peers, and other organizational stakeholders such as customers and suppliers. Management and leadership are all about influence.

Idea for Impact: Coaching is how people get better at what they do

You too should consider a coach to look at things with a fresh eye, improve your performance, and help with interpersonal relationships in the workplace.

Reinvent Everyday

October 26, 2021 By Nagesh Belludi Leave a Comment

General Electric supremo Jack Welch’s advice to Indian-American investor and businessman Vivek Paul:

Every time I land in New York after an international business trip, I imagine that I’ve just been appointed chairman and that this is my first day in the role, and the guy before me was a real dud. Every time I think, “What would I do that was different than the guy before? What big changes would I make?”

When you can think about expectations from a more detached point of view, rather than an immersed point of view, you aren’t overly invested in an entrenched pattern of thinking.

A period of rest, entertainment, or exposure to an alternative environment can dissipate fixation and help you gain a fresh perspective. It makes you think big. Subconsciously, you can push yourself harder and go after bigger, loftier, harder goals.

Idea for Impact: Don’t limit yourself by past expectations.

Seek a Fresh Pair of Eyes

October 14, 2021 By Nagesh Belludi Leave a Comment

Seek a Fresh Pair of Eyes---Get a New Perspective

When was the last time your team stopped to ask, “Why”?

“Why are we doing this?”

“Why are we doing it that way?”

You can ask this important question about everything—in your business or life!

We humans are creatures of habit—unquestioned and unexamined. Unless you intentionally ask “why,” you’ll just do things the same way because that the default mode for how you’ve always done it, or that’s how somebody showed you.

Once you’re set in your habits, keep scrutinizing them.

The best improvement ideas often come from people who aren’t stuck in the established ways.

Encourage new hires and interns to challenge the “that’s just how things are done around here” mentality when they disagree with it. Until they’ve been housetrained, they’re the ones with the freshest perspective.

Ask them to make a note of everything that they see and doesn’t make sense. After a few weeks, when they’ve become familiar with the organization and its workflow, have them reassess their initial opinions, reflect, and report their observations. Invite them to spend time on the internet looking for how these things are done at other companies and provide suggestions for improvement.

Idea for Impact: Sometimes people are too close to things to see the truth. To get a new perspective on the status quo, seek a fresh pair of eyes.

How to Bring Your Ideas to Life

October 4, 2021 By Nagesh Belludi Leave a Comment

No matter how good an idea is, it’ll probably need some work before it can evolve into a helpful innovation. I’ve previously drawn attention to this aspect of the creative process in my 3M Post-it Note case study.

Another notable example of what transforms ideas into innovation is the “discovery” of penicillin and its curative effect on infectious diseases.

Alexander Fleming Late to Penicillin

The Scottish bacteriologist Sir Alexander Fleming discovered penicillin. More specifically, Fleming found that a specific mold produced penicillin. This substance was previously known to inhibit the growth of bacteria.

In 1928, Fleming was working on cultures of Staphylococcus, a bacterium that induces blood poisoning. Upon returning from a vacation, he saw a discarded Petri dish that he had left behind without sterilizing. It had a zone around an invading fungus where his bacterium culture didn’t grow. A mold spore from another lab in Fleming’s building had unexpectedly fallen on one of his cultures. The spore had spread over the Petri dish while Fleming was away. Instead of throwing the dirty Petri dish away, he isolated the mold and identified it as Penicillium chrysogenum, which kills bacteria by inhibiting new cell walls.

Fleming suggested his discovery might be used as an antiseptic in wounds. He published an account of this work in 1929. However, he couldn’t find a way of extracting enough penicillin needed to be curative enough without it becoming ineffective.

In itself, Fleming’s discovery was thus not a substantial leap in terms of penicillin’s use as a pharmaceutical. After Fleming’s discovery, penicillin proved unstable and difficult to produce in pure form for almost a decade. It took two Oxford University scientists, Sir Howard Walter Florey and Dr. Ernst Boris Chain, to realize its full potential only in the 1940s. They showed how to prepare penicillin in usable form and demonstrated that it could be favorably applied to the treatment of disease.

How to Bring Your Ideas to Life From the time when its medical application was established, penicillin has saved millions of lives by stopping the growth of the bacteria responsible for poisoning the blood and causing many once-fatal diseases. Fleming, Florey, and Chain shared the 1945 Nobel Prize for Medicine to recognize their complementary achievements.

Idea for Impact: Often, there’s a divergence between an idea and its tangible application that the original creator can’t bridge by himself. The creator will have to expose the concept to others who can evaluate and trial the discovery in new contexts.

In other words, the creative process doesn’t end with an idea or a prototype. A happy accident often undergoes multiple iterations and reinterpretations that can throw light on the concept’s new applications.

Compartmentalize and Get More Done

September 16, 2021 By Nagesh Belludi Leave a Comment

One way you can achieve “living in the moment” is by putting your emotional issues into “compartments” within your head and your heart. You can deal with those feelings on your own when you need to.

Compartmentalize and Get More Done Many aspects of life can get you sidetracked and distraught. Finding a place to retreat within yourself can be challenging. By compartmentalizing, you can put your feelings where they belong, and you can earmark one challenge to tackle another challenge.

You can focus on the one task at hand and deal with the rest when appropriate.

Mental compartmentalization has a darker side, however. Psychologists identify extreme compartmentalization as a major defense mechanism by which some evade the acute anxiety that can spring from the clash of contradictory values or conflicting emotions. (A very pious scientist, for instance, could hold opposing beliefs about the Judeo-Christian and scientific notions of life’s origins. Compartmentalizing, she may live different value sets depending on whether she’s at church or her laboratory.) Some individuals also fall back on compartmentalization to cope with the lingering trauma of childhood abuse, neglect, and other emotional conflicts.

The day-to-day compartmentalization I’m talking about isn’t denial or avoidance. It isn’t evading conflicts and sidestepping problems—instead, it’s putting things out of the way for the moment and not letting them impede the rest of your life.

You can’t just ignore your issues and expect them to go away, but obsessing on them won’t help either.

Idea for Impact: Compartmentalize and get more done. Putting away the things that hurt or upset you, even if just for a short time, can also help you gain valuable perspective on dealing with them.

The Solution to a Problem Often Depends on How You State It

August 25, 2021 By Nagesh Belludi Leave a Comment

The Solution to a Problem Often Depends on How You State It Consider a family with four drivers and one car. Being a one-car family isn’t always convenient or even pleasant. Creative solutions can’t emerge if the family asks, “How could we make the car available to everybody who needs it when they need it?” If, instead, they ask, “How can we each meet our needs without using the car?” Mom can join a carpool to work. Dad can combine his trips when he runs errands once a week. The kids can ride their bikes whenever the weather favors. If the family needs to be in two places at the same time, somebody can Uber. Coordinating can be annoying, but with a bit of flexibility and communication, getting by with one car can easily be pulled off.

Defining a problem narrowly (“How can we create a better mousetrap?”) will only get you restricted answers. When you define the issue more broadly (“How can we get rid of mice?,”) you open up a whole range of possibilities.

Idea for Impact: Revisit and redefine the problem if you can’t get through the tensions inherent in conflicting expectations. The fresh perspective can open your mind to alternative interpretations.

Many Hard Leadership Lessons in the Boeing 737 MAX Debacle

August 24, 2021 By Nagesh Belludi Leave a Comment

The U.S. House committee’s report on Boeing’s 737 MAX disaster makes interesting reading on contemporary leadership, particularly the pressures of rapid product development.

The rush to market and a culture of contributory negligence and concealment conspired to ensure that a not-yet-airworthy plane carried passengers into service, resulting in two fatal accidents and a long grounding.

Boeing’s design and development of the 737 MAX was marred by technical design failures, a lack of transparency with both regulators and customers, and efforts to downplay or disregard concerns about the operation of the aircraft.

Many Hard Leadership Lessons in the Boeing 737 MAX Debacle Of particular importance are the “management failures,” “inherent conflicts of interest,” and “grossly insufficient oversight” at both Boeing and its regulator, the Federal Aviation Administration (FAA.) Boeing failed to offset the design limitations and cost- and schedule-pressures in favor of attention to customer safety. Leadership was fixated on fending off the runaway success of the Airbus A320neo program.

The company relied on too many technical assumptions—and they couldn’t make themselves the space and time to be reasonable about any of this. Boeing’s “culture of concealment” and an “unwillingness to share technical details” are the report’s most damning indictment. Employees spoke but went unheard; indeed, their voices were suppressed.

Problem Solving

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Idea for Impact: Being able to analyze information is insufficient if you can’t reach decisions.

Wondering what to read next?

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“It’s not how good you are now; it’s how good you’re going to be that really matters”

Sometimes you can be too close to things to see the truth.

It’s Lonely at the Top

Idea for Impact: Coaching is how people get better at what they do

Wondering what to read next?

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Once you’re set in your habits, keep scrutinizing them.

Wondering what to read next?

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