Old-Problems, New-Reasons !

There is a vast difference between the two phrases; 

One; Old-Problems-New-Reasons and, 

Two; Old-Problems-Old-Causes or Old-Problems-New-Causes.

Former reflects upon the attitude towards solving problems. 

The latter pertains to the approach towards solving problems.

Same pothole on same footpath, same time of the day, but on a different day ... a different pedestrian falls and gets injured! 

Same municipal officer gives a different reason for the same (fall in the pothole) problem instead of uprooting its causes! This reflects upon the attitude towards solving problems. 

Take another recurring problem: 

Bottleneck due to garbage thrown around the same spot (Gemba) on road causing traffic jam almost every day. 

'Crying' people, both the affected (customers) as well as the problem-solvers (from supplier-side), react with different excuses in order to 'reason out' the same old problem although it recurs due to same old causes.

Problem-solvers with positive approach, instead, dive deep in order to objectively analyse and quickly act upon the corresponding findings. They don't rest until they find out the causes of the recurrence of old causes or occurrence of new causes, if any. 

They ask 'why' the cause recurred .. 'why' it got repeated. 

They do this why-why until the root causes are unearthed and eliminated. This approach is about taking a corrective action, which is supposed to prevent recurrence of the problem. 

Preventive approach to dive deep into locating additional opportunities elsewhere in order to prevent occurrence itself of similar problems due to similar causes is called as proactivity! Problem-solvers with positive attitude and proactive approach do this!

Presumption in the latter exercise is that the proactivity of previous researchers might have had limitations in adequately predicting occurrence of the problems, the failure modes thereof as well as possible errors.

Both the proactive and preventive approaches warrant the problem solvers: One, to be time bound in executing appropriate actions and two, to review them in order to prevent those causes from recurring by installing error-proof (Pokayoke Kaizen) mechanisms; both with a sense of urgency!

Isn't it good then not to be among the people giving New-Reasons for Old-Problems with Old-Causes: the Foolish Behaviour quadrant!

Also read a few relevant blogposts hereunder:

Prevention: The Best Cure! ... Is it really so?
Treat Root-causes, Not Symptoms !
When Safety Becomes Sorry 
Drove To Hell ... Almost !  
WOW Work-Culture: By Telling or Selling 
Take Habits For A Ride 
How Many Times Do You Wash Hands
In a Problem?: No Problem ! Dwell A While !!
Part-1
In-big-problem? Wear-hats-to-solve-it! Part-2
How To Make A Difference
Big-Be Or Bug-Be !
A Ride To Hell
Make checklists your friends
Nauseous Communication Gaps
Do You Cleanup-After-Crisis
Raam or Krishna-Shyam: Tell me Hey Raam!
Will It Work Here? 
That's How Morons Work
You seem Reasonable if you appear Un-reasonable
Smart-Moron Who Breaks Your Glass 
Wish To Be Planet-Friendly?: Save! 
Waste-to-eat-sea-to-drink
Don't Save Water on Holi-day
Be Shame-less Or Water-less

Judge If It's Paralysis-By-Analysis

A mother instructs her child not to run too fast, not to run outside the given track in the garden, not to run without sports shoes, etc. etc.

She'd seen the child injuring herself earlier in absence of observing the discipline of 'not-to' such as above.

Another mother sitting next to her appeared appreciative. She didn't hesitate to share her experience of how her non-observant son had damaged his hamstring muscles irreversibly. She was concerned that her son had been living with the pain since years.

The pathological and clinical tests, investigations, analysis and treatments are now companion for the lifetime, she said.

Question is, is the former approach, the 'nagging' one, correct?

Obviously, but not so obviously!

Former approach can be called as judgemental based on seed-stage deviations that probably were thought to lead to major deviations or crises if not kept under check. It's about commonsensical risk management.

Latter one, the one that involved accidents and treatments, is an analytical approach that reactively analyses major deviations already occurred.

Former one is based on real-time (genjitsu) observations of real-facts-and-conditions of things and people (gembutsu) at the real-place of happening (gemba).

Latter one usually needs extensive analysis. At times it leads to 'paralysis-by-analysis' that necessitates intervention of judgement in order to unlock the tie and move ahead.

Former approach is easy, fast and proactive although seems to appear like 'nagging'. Of course it is expected to incorporate factual learnings from past.

The latter is difficult, time-consuming and reactive one. It's usually a post-mortem that often necessitates involvement of specialist agencies. Most often it results into repentance of irreversible damage and costs.

Importance of structured analysis however can't be undermined particularly if it's for exploratory or descriptive research in order to study cause-effect relationship of an hypothesis on an observed phenomenon in real-time (genjitsu) or for future innovations.

Also read a few relevant blogposts hereunder:

Prevention: The Best Cure! ... Is it really so?
Treat Root-causes, Not Symptoms !
When Safety Becomes Sorry
Drove To Hell ... Almost ! 
WOW Work-Culture: By Telling or Selling
Take Habits For A Ride
How Many Times Do You Wash Hands
In a Problem?: No Problem ! Dwell A While !!
Part-1
In-big-problem? Wear-hats-to-solve-it! Part-2
How To Make A Difference
Big-Be Or Bug-Be !
A Ride To Hell
Make checklists your friends
Nauseous Communication Gaps
Do You Cleanup-After-Crisis
Raam or Krishna-Shyam: Tell me Hey Raam!
Will It Work Here? 
That's How Morons Work
You seem Reasonable if you appear Un-reasonable
Smart-Moron Who Breaks Your Glass 
Wish To Be Planet-Friendly?: Save! 
Waste-to-eat-sea-to-drink
Don't Save Water on Holi-day
Be Shame-less Or Water-less

Want Need-Or-Want

Some want money for desires, others for needs

Desires create debt-traps, Needs: rosy tracks

Some want to be social on media for the sake of it, others for heck of it

For some it becomes a friendship boom, for others a deadly doom

Some want alcohol for fun, others need it as medicine 

For some it becomes a deadly gun, For others a beautiful scene

Some want stocks to hoard, Others need on social board

For some it becomes a major misfit, Others a big benefit

Some want wedding on cool air-bed; Need is just a shade 

When the paraphernalia turns into death-bed; Shade appears a rose-bed

Some 'live' for their greed, some for livelihood need

Happiness turns out to be temporary 'Peace', for others a permanent Bliss

Such behaviors triggered a couple of ©MaiKu poems as follows.

©MaiKu-1

Need was to marry
Some wanted it airy
For the couple, cause turned fatally scary

©MaiKu-2

Confusion of Needs-with-Wants
Ceremony full of self-destructive flaunts
Forever the effect haunts

Footnote

©MaiKu Is My-Haiku
Freely ideate it's poetic rhymes
Any objective topic it chimes 

Also read a few relevant blogposts hereunder:

Wish To Be Planet-Friendly?: Save!

Aesthetics Spills-Over Function, Want Spills-Over Need (Part-1)

Aesthetics Spills-Over Function, Want Spills-Over Need (Part-2)
Functional-Aesthetics
Bust-wants, Boom-needs

Should one care for value? 

Do you exercise your choice meaningfully

What You See Isn't What's Made

You seem Reasonable if you appear Un-reasonable

Do You Cleanup-After-Crisis 

Taken-For-Granted ? You Deserve It !! 

Less With More And More Gets Sore 

Should one care for value?  

How To Make A Difference 

Some Moron ! Some Great !!! 

That's How Morons Work

Smart-Moron Who Breaks Your Glass  

WOW Work-Culture: By Telling or Selling 

Suggestions On-Sale, None-To-Buy 

Can-changing-thoughts-change-a-nation

Ridiculous Poison-culture versus Maverick Kaizen-culture 

Tolerate Once, Twice, Thrice? 

Taken-For-Granted ? You Deserve It !! 

Poverty-to-Power of Poetry

Bird that just chirped

Soon-waste-to-eat, Sea-to-drink !

Don't Save Water on Holi-day

A Ride To Hell

Front-n-back a ride-to-hell

Left-to-right like-a Swinging Bell

A sure death-knell if you don't spell

That was the ¹©MaiKu ringing in my ears while a bus took me for a ride. 

Last couple of occasions while returning from Dahej, taxi that I booked couldn't reach to pick me up at Borivali station due to traffic jams. While I resorted to BEST buses as an alternative mode between 9-10.30 pm I experienced hell-like driving by the drivers.

1/ At curves it was really dangerous particularly at blind-corners while at times the driver tried to negotiate brushing passes at the dividers. He was driving as if he was in a race.

Like a pendulum the passengers were literally made to swing 60-to-90 degree. Imagine the plight of senior citizens with ailments such as backache or vertigo etc. as also that of standing passengers.

In case of travel on the 7th, a few passengers including me did try to suggest to the driver to drive safely with reduced speeds. But the conductor advised me "not to advise the driver" and that "they have that expertise".

This is a typical case of not being proactive  to prevent fatal accidents. I later wrote to the authorities about accidents due to similar causes in past on the same road. One can see the logical linkage of Cause-n-Effect relationship of accidents due to unsafe practices in general and unsafe driving (behavior) in particular.

2/ In case of travel on the 21st, I had a heavy bag with me. I was sitting near rear door. I told the conductor that I want to get down at Luis-wadi stop. Conductor kept telling me to walk to the front door in running bus. I expressed my inability to do so with a heavy bag in hand. I had requested him for a 'Stop-Bell' so that driver takes a patient 'stop'. The conductor kept telling me that driver won't stop unless he 'sees' me near the front door. That was a funny behavior particularly when I wasn't able to walk in a speedily 'jolt-fully' running bus.

Finally driver did what he wanted to do ignoring justified patient-stop request of the customer. I had a 'good swing' between the two doors and a 'jolt' between the front door and the road while finally 'managing to negotiate' to get down.

What Next?

1/ I requested the authorities to escalate this matter for appropriate action.

2/ Also as a commitment to the SAFETY-cause, I offered to help them to systematically bring in change in such unsafe and reactive behavior of their staff and managers. Merely 'telling' them to 'drive safely' or 'slow down at turns' or 'don't exceed speed limits', etc. with corresponding 'signboards' won't be of much use. 

What's the learning

You get what you deserve if you don't play your role to bring about change.

Staying indifferent is like supporting the undesired. I registered a suggestion-cum-grievance rather than merely a customer complaint to both the deliverer of service on-the-spot as well as to their management with a probable solution. I also made an offer of my help to make a difference.

I didn't bother about success or failure of their buy-in while making the offer. Now it's their choice.

Footnote:1. ¹©MaiKu Is My-Haiku

Freely ideate it's poetic rhymes

Any objective topic it chimes

Do You Ask Right Questions?

Questioning is an art!
Questions decide answers!
Right questions may get right answers!
Wrong questions may get wrong answers!

Questions decide desired outcomes and at times cause them too!
Questions make or break relationships! 
Right questions build relationships! Wrong ones break them!!

Other day we decided to take an earlier show of newly released film "Krrishh-3". Our maid was late to work. Wishing to reorganise her work my wife called her up to ensure that she arrives early enough before we depart for the show.

Which one of the following questions would have been right to choose from? Reason it out why?

1/ What time are you reaching? Or,
2/ Are you coming to work?

You will be benefited if you stretch your intellect before answering.

Think it out before reading next paragraph.

Taking her master for granted the second question gives maid an undesired option to say NO.
The only option first question gives her perhaps is to confirm the rescheduled time she would be reaching to work. Here there is no option for her to manipulate an undesired option to say NO.

Final outcome of course depends on prevailing demand-and-supply conditions. But by choosing the right question to ask you stand in a better position to influence the outcome in your favor.

1/ First question is of open-ended type. It could have had more than one answers of her choice such as 2 p.m., 3 p.m., 6 p.m. etc.
2/ Second question is of close-ended type because it has primarily limited replies: YES or NO.
3a/ First question is also a combination of leading-type and open-endeded type. Because it has a 'lead' built into it that presumes the maid is already on-way to work.
3b/ If first question's contents are modified to say "You are reaching by 2 p.m. right? it becomes a leading close-endeded type because it limits replies to YES or NO. But still it's an undesired option because she may choose NO.

In case of the situation under consideration, the open-ended question might trigger desirable answers if the contents are modified to say: I am leaving at 2 p.m. What time are you reaching?

What is the learning

It's important to know which type of question to use when?
How to frame contents of questions?
How many questions to use in what permutations and combinations thereof?

As done in Behavior Modulation Technique (BMT) or TA, answers to above questions depend upon what outcome you wish or want to articulate, not to manipulate though. At times you may have to use a checklist of questions to choose from for a given situation. Number of questions should be less (not more than a couple of them) although complicated situations may warrant more of them.

Difficult problem situations may need a judicious mix of choosing other type of questions as well alongwith the open-ended and close-ended ones. I will deal with them in other blogposts. They could be:

4/ Probing-type,
5/ Reflective-type, 
6/ Hypothetical type and even
7/ Stupid-questions (at times)

First two types, open-ended and close-ended ones, are usually useful in most situations: Be it Personal, Social or Business situations including in negotiations and also while handling customer grievances.

Primary purpose of open-ended questions is to extract information.
Primary purpose of close-ended questions is to limit alternatives.

So, think before you ask! Think of contents before you talk!!

If you don't ask right questions you do deserve a wrong or an undesired outcome!!!

Footnote
TA: Transactional Analysis

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.

No Time? Micro-Meditate!  

Overworked? Tension? CPU of the mind hung-up? 
Do you exercise your choice meaningfully 
IQ-EQ-or-SQ: What-is-more-important? 
Eternally Happy! 
In-a-problem? No-problem! Dwell-a-while! 
I am afraid ! What do I do !! 
Fearful-Of-Death-of-Birth
Take Habits For A Ride 
Happy-Birthday-to-Youooo
Do You Celebrate Mean-or-Green 
Big-Be Or Bug-Be ! 
Raam or Krishna-Shyam: Tell me Hey Raam! 
Are You Good If Others Are Bad?  
Want Need-Or-Want 
How To Make A Difference 
Love is Care.. Care is Love !  
Deity is in the eyes of the beholder 
Success-or-failure! What-do-you-like?
Ball-Basin-Team Combine !  Maketh The Smile Divine !! 

Can-changing-thoughts-change-a-nation

WOW Work-Culture: By Telling or Selling

"WOW! What a lovely experience Singapore was!"

A friend of mine exclaimed, sheddig cigarette-ash in a corner while stamping a ticket coupan on railway platform. He had just returned having enjoyed a 10-day sojourn in Singapore. The ash that he shed fell on an automatic ticket vending machine (ATVM).

Everything so neat and clean there!
Everything in working condition! 

Responding to a customer so quickly, with smile and with such a respect! And back here nothing works!: He continued.

Things do work here! I corrected him pointing towards the stamp-pad he was using to ink his ticket. Things do work here but (I smiled saying) on bypass-surgeries:

1/ Stamp-ink-pad as a bypass for vending machines (jammed due to dust),
2/ Long queue on window counter due to "staff shortage" (read "absenteeism")
3/ High-technology ATM "out of service" due to "breakdown" or "stockout of currency notes",
4/ Half the toll-tax lanes blocked due to equipment on Toll-booths "out of order",
5/ Traffic jam on a flyover, half of it's width being full of potholes,
6/ Fyover over-the-flyover in order to bypass chaotic traffic underneath it,
7/ 'Diversion' because half  the road bottlenecked by garbage and vendors,
8/ Garbage not picked up because disposal-van broken down.

The list of bypass-surgeries is endless.

By the way can you tell me top reasons (rather root-causes) of  "breakdowns" of equipment in particular such as vending machine, I asked him. 

Key to the "WOW experience" that you 'told' me about is in there my friend, I told him. 

He looked at me sarcastically hinting "not to be professor-like". I can afford to be one here in blogpost, at least for the sake of waste-elimination whatever may be it's worth in reducing global warming. Hope he reads this sometime.

A couple of top order root-causes of typical "breakdowns" that lead to loss of desired performance are:

1/ Dust and Dirt (due to littering like by my friend who might have behaved well in Singapore)
2/ Loose connections in equipment
3/ Casual attitude towards both the above (lack of maintenance, littering, etc) because apparently the causes don't look dangerous

Same logic of root-causes can be extended to the breakdown of health also. 

Actually his comments on Singapore were in praise of "the 'lovely' culture there" i.e. their attitude of prevention of such root-causes with a sense of proactive urgency. South Asian countries including South Korea, Singapore, etc. were one of the firsts to have learnt this from Japanese Kaizen culture. 

What is culture?

Culture is a sum total of behaviors (such as follows) as reflection of attitudes, beliefs and values in every walk of life, moment-in-moment-out.

Shedding cigarette-ash in an ash tray or a dust bin, for instance, is a desired behavior unlike the one exhibited by my friend. 
Not smoking in a public place is a desired behavior. 

Being wasteful at the cost of life, abandoning smoking itself is a desired behavior.

Being frugal on any kind of waste be at personal level, in society or at work.

Sum total of such desired behaviors 'results' into "WOW what a lovely experience" kind of impression of good culture. 

How does one get desired culture?

Getting desired culture is about getting desired behaviors.

Most difficult approach is to 'tell' others to 'behave'. Easiest way out is to get it from 'self'. Then 'recognise' the 'self' for having done it in order to stay motivated. Then find 'others' who do it and recognise them.

This is 'selling' approach to get the desired behaviors.

How does one do this professionally if in position-of-power to do so?

1/ Decide not more than a couple of strategic goals for "WOW experience": Choose one of the top priority apex goals to delight stakeholders and focus on it.
2/ Break the apex goal down into smaller ones
3/ Identify behaviors complementary to the smaller goals
4/ Remove hindrances (3D: Dirty-Danger-Difficult situations) in performing processes to achieve the goals and remove wastes to make the processes lean

5/ Demonstrate leadership by performing such behaviors yourself

6/ Lay a platform and use it at regular frequency to recognise desired behaviors and to punish undesired behaviors particularly if repeated intentionally
7/ Make corrections to improve the above process (steps) on-goingly.

In short,

1/ Set a behavior goal and focus on it!
2/ Behave it rather than preaching it!
3/ Lay a platform to recognise the desired behavior although it's outcome (of the desired behavior) may not be as desired. You may have to reprimand or punish an undesired behavior though!

4/ Enjoy the resultant improvement in culture although it may not be a WOW one! 

5/ Move on to the next priority goal

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.

Make It Simpler, Rest Will Follow 
How To Make A Difference 
Big-Be Or Bug-Be ! 
Treat Root-causes, Not Symptoms ! 
Nauseous Communication Gaps 
Do You Cleanup-After-Crisis 
Raam or Krishna-Shyam: Tell me Hey Raam! 
Will It Work Here?  
Some Moron ! Some Great !!! 
That's How Morons Work 
You seem Reasonable if you appear Un-reasonable 
Smart-Moron Who Breaks Your Glass  
WOW Work-Culture: By Telling or Selling 
Suggestions On-Sale, None-To-Buy 
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture 
Tolerate Once, Twice, Thrice? 
That's how some business partnerships work 
Taken-For-Granted ? You Deserve It !! 
Technology in-place, security dis-placed
IQ-EQ-or-SQ: What-is-more-important?
Do you know a Best-Career-Plan 
Customer or Custo-Mer?  
Experienced A Delightful Payment ! 
An Experience of Heart-and-Soul 
Less With More And More Gets Sore 
Should one care for value?  
ABCD of India Shining
Beware Of Political-Presentations 
Do You Cleanup-After-Crisis 
Hoarders Of Filthy Hoardings

Prevention: The Best Cure! ... Is it really so?

Can cigarette butts start (bush) fires?

A study at the University of Technology Sydney (UTS) provided solid proof. The laboratory trials found cigarette butts ignited the hay in 33% of cases under combination of a certain conditions: wind speed, fuel moisture and the degree of contact between the fuel bed and combustion area of the cigarette. During the survey, 426 cigarette butts were collected in a 60 square meter area.

Now can you say which one of such abandoned butts might contribute to 33% that cause fires?

Can dangerous road conditions cause accident-deaths?

Washington Post (dataflurry.com Jul 22nd 2009) published an estimate that over 22,000 of the 42,000 people that die each year in USA from automobile accidents (i.e. over 50% deaths) occur because of dangerous road conditions such as potholes, fading lane-line-markings, missing road-signs, and debris that gathers on roadways, hazardous highways, narrow roads, etc. Rest deaths are caused by driving under the influence of alcohol, speeding excessively, and even neglecting wearing a seat-belt.

Now can you say which one of those narrow roads or potholes (see picture) is a potential death trap?

Worldwide an estimated 200 to 300 million malaria infections occur each year with 2 to 3 million deaths. A person gets malaria from the bite of an infected female mosquito.

Now can one guard oneself from an infected female mosquito?

One may find it difficult to find answers to such questions as: Which female mosquito is infected? and Which one of those will bite? and Which one of those bites might cause malaria?

In other words, it is difficult to know which one or more of the typical abnormalities in daily life might strike you in the form of a crisis or a disaster and when so. What is most likely is 1-in-every-300-abnormalities of similar nature might strike you sometime if one goes by the '1-30-300 Safety-Maintenance-Pyramid' of Kaizen¹. And when it strikes, it does bring with it corresponding intangible as well as colossal tangible losses or costs called as 'Costs-of-Quality' in Kaizen¹ parlance.

In that case isn't it wiser to take more-care every-time one is confronted with 'signals' of such abnormalities in 'seed' stage?

- It may be a municipality possibly doubly-caring to look for causes of cracks before they turn into cracks that then graduate into moon-ly-craters. Expecting municipality to be prompt for the benefit of tax-paying customer sounds difficult though!
- It may be a driver/rider doubly-caring not to speed-up in order to prevent getting trapped into a crater.

- It may be a police strictly dealing with a 'No-Entry' violator or a petty thief. 

- It may be a caring mother/warden cautioning (although at the cost of sounding irritating) her child/ward of 'signals' or to look right-n-left for vehicles before crossing roads.

- It may be a caring mother serving 'boiled-water' for drinking or
- It may be a caring father ensuring actions such as 'no-open-gutters' or spraying mosquito repellent in/around house.

Isn't it wiser to take care of (recognise) those who take care of 'seeds' as above.

Wise are those who do and those who know 'when' to overlook 'which' of the 300-abnormalities and 'how'?

Overlooking does not mean ignoring the abnormalities. 'How' part is supposed to address the means i.e. to know 'what' care should be taken with 'how much' risk while overlooking the chosen ones. Sometimes decisions are needed to be taken with calculated² risks if facts and figures are available in time. It's like  making decisions by 'wearing a helmet'. Sometimes it's with ³judgmental-helmet particularly in emergencies.

In absence of being wiser, an over-confident fellow must get ready to 'fall again-n-again' like Mr-Foolhardy and keep endlessly hoping to get 'cured' of the resultant crisis under someone else's 'paid-intensive-care': The 'Costs-of-Quality' for self as well as for her customer in case of a business-delivery.

That's the theme under exploratory care of this blog: Prevention-Is-The-Best-Cure! Or Care-Is-The-Best-Cure!

Keeping fingers crossed hoping that the mission proceeds in right direction!


Footnote-1, Kaizen is the continual  improvement philosophy (or science or culture) that provides ways-&-means to manage both the prevention of crises as well as quick relief from crises. The ways-&-means are composed of a judicious balance of both the intrinsic motivation (typical eastern-approach) as well as extrinsic motivation such as carrot-&-stick (typical western-approach) where needed.

Footnote-2, FMEA is a Kaizen-tool that gives a calculated number to the risks called as Risk-Priority-Number (RPN).  

 Footnote-3,  For analytical and judgmental tools to make a decision refer, book "World-Of-Kaizen: A Total Quality Culture For Survival" Authored by Shyam Talawadekar.