高效解决问题

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1、一定要把问题的性质先定位清楚

是重复性的问题还是偶然发生的问题。

问题有两种，一种是偶然发生的问题，一种是重复性发生的问题。

这是解决问题的第一步，对于偶然性发生的问题，你要用排除法去解决。

对于重复性发生的问题，你必须考虑这个问题解决之后带来的新的问题。

一定要考虑这个问题，如果解决了一个问题，带来了更多的问题，那么这个问题只好用发展的眼光来看待，通过时间来解决，这一步叫做对问题的定性

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1. Be sure to clarify the nature of the problem first

Is it a repetitive problem or an accidental problem.



There are two types of problems, one is accidental and the other is repetitive.



This is the first step in solving problems, and for occasional problems, you need to use the elimination method to solve them.



For repetitive problems, you must consider the new problems that may arise after the problem is resolved.



It is important to consider this issue. If a problem is solved and brings more problems, then the problem can only be viewed from a developmental perspective and solved through time. This step is called qualitative analysis of the problem

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先解决局部的问题，再解决整体的问题。

任何问题都是个性化的。

很多管理者在解决问题的时候，动不动就会把问题放大，本来是局部的一个小问题，搞得声势浩大，要在全公司进行全面的排查，这对于公司的资源来讲是一种极大的浪费。

所以必须结合具体的环境，先解决这个环境里存在的问题，也就是回到现实中来，先救火，当把火扑灭了之后，再去考虑整体的问题，再去考虑从整体上怎么去解决？

怎么才能举一反三，甚至举一反十，如果不沿用这样一个解决问题的思路，你就会陷入到解决问题再发生问题，再解决问题，再发生问题的恶性循环当中

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Place the problem in a specific environment

First address local issues, then address overall issues.

Any question is personalized.



Many managers tend to magnify problems when solving them, which are originally small and localized problems. They make a huge impact and need to conduct comprehensive investigations throughout the company, which is a great waste of company resources.



So it is necessary to combine the specific environment and first solve the problems that exist in this environment, that is, go back to reality, first put out the fire, and then consider the overall problem, and then consider how to solve it from the overall perspective?



How can we draw inferences from one thing, or even draw inferences from ten? If you don't follow this problem-solving approach, you will fall into a vicious cycle of problem-solving, problem-solving, and problem-solving

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个性化的解决方案才有效。

这个思维完全是站在人的角度去考虑的问题。

要知道，问题的发生一定是和人相关的，而是人，无论从素质上，工作经验上，还是人的态度上，差异还是很大的。

所以你用通用的，解决问题的办法，就没有办法能够个性化的解决具体的问题。

离开了人这个核心，离开了人与人之间的差异去解决问题，你一定会陷入到一个陷阱当中去。

可能解决的问题，自己认为方法很得当，措施很得力，结果时间过去不久，问题再一次的出现，甚至比之前更严重，实际上，这就是不考虑这个因素所带来的直接结果

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Personalized solutions are effective.



This thinking is completely from a human perspective.



It should be noted that the occurrence of problems is definitely related to people, but rather people. Whether in terms of quality, work experience, or attitude, there are still significant differences.



So if you use a universal, problem-solving approach, there is no way to personalize the solution to specific problems.



Leaving the core of people and the differences between people to solve problems, you will definitely fall into a trap.



The problem that may be solved, I think the method is very appropriate and the measures are very effective, but soon after the result time has passed, the problem appears again, even more serious than before. In fact, this is the direct result of not considering this factor

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学不会问题转化，你永远做不了领导。

这个思维可能很多人不太理解，给大家举个例子大家就明白了。

比如说你要解决大家对食堂饭菜质量投诉比较多的问题，首先你要找到解决这个问题的办法，比如说找个别员工面谈，看看他们到底有什么样的建议和想法，然后改善食堂的饭菜质量。

但是在正式沟通的时候，压根儿就不要提问题本身，只把问题转化为可操作的行为，比如说每一个周必须列出食堂的菜谱，并且每个月对员工进行意见的反馈，也就是你直接把问题转化为可操作的行为，用这种行为的执行力，直接把问题解决掉。

如果形成了这样一个解决问题的思维模式，那么你所面临的问题可能，很多就变得相当简单了，而且也不会让那些发生问题的人，觉得你这个人很难说话，对管理的整体提升是有极大好处的。

所以，大家解决问题的时候，一定要多多的用这样的一个思维模式去考虑问题的解决。

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You can never become a leader without learning how to transform problems.



This thinking may not be well understood by many people, just give us an example to understand.



For example, if you want to solve the problem of many complaints about the quality of cafeteria food, first you need to find a solution to this problem, such as interviewing individual employees to see what suggestions and ideas they have, and then improving the quality of cafeteria food.



But in formal communication, don't even mention the problem itself at all, just turn it into actionable behavior. For example, every week you must list the cafeteria menu and provide feedback to employees every month, which means you can directly turn the problem into actionable behavior and use the execution power of this behavior to directly solve the problem.



If such a problem-solving mindset is formed, many of the problems you face may become quite simple, and it will not make those who encounter problems find it difficult to speak, which is greatly beneficial for the overall improvement of management.



So, when solving problems, everyone must use this mindset more often to consider the solution.

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不发展永远有解决不完的问题。

很多的问题一定不可以用停下来的方式去解决，比如说我们的市场供应出了问题，我们不可能停止开发市场的节奏，其他的工作也都停下来等着这个问题解决之后再去说开发市场的问题。

这个思维也很简单，就是用发展的眼光去看待问题，要充分发挥优势，而不是去补短板就知道。

每个企业在发展的过程当中，每一个阶段都会有短板，如果我们一心想着去补短板，忽视了我们优势的发挥，这样就会让你，解决一个问题，产生十个问题，甚至会导致整个企业陷入混乱。

所以解决问题的根本标准就是看这个问题能不能带来新的问题，能带来多少新的问题

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There are always problems that cannot be solved without development.



Many problems cannot be solved by stopping. For example, if there is a problem with our market supply, we cannot stop the pace of market development. Other work also stops and waits for this problem to be solved before discussing the issue of market development.



This thinking is also very simple, which is to view problems from a developmental perspective and fully leverage advantages, rather than just filling in shortcomings.



In the process of development, every enterprise has its weaknesses at every stage. If we focus solely on filling the gaps and neglect the full play of our strengths, it will lead to solving one problem, generating ten problems, and even causing the entire enterprise to fall into chaos.



So the fundamental criterion for solving a problem is to see if it can bring new problems and how many new problems it can bring