There is rich wisdom to be found in fiction, although you might have to look hard to find it. There are some writers who have used fiction to deliver timeless messages.
For example, Sir Arthur Conan Doyle had his protagonist Sherlock Holmes utter some really meaningful lines. Amongst these is the classic: ‘it is a capital mistake to theorise before one has data. Instinctively one begins to twist facts to suit theories instead of theories to suit facts.’
This is confirmation bias at work. We see things that confirm what we already believe much more often and clearly than we see things that may erode or contravene our existing beliefs.
In digging for facts, data, you need to be able to ask smart questions, in some sort of order, to give some ‘shape’ to the way a problem is perceived.
- How and why is this issue a problem? Assembling observations, some informal information, input from customers, line workers, wherever the problem may be seen, to define that there really is a problem, not just someone having a moan.
- When does the problem show itself? Under what circumstances is the problem to be seen, are there patterns of behaviour or circumstances that seem to be correlated? Is there any foundation to see causation?
- Where is the problem showing up? This goes a step deeper to start defining the location of the problem, and the impact it may have.
- What are the impacts of the problem? What are the financial, cultural, value chain, and customer impacts of the problem?
- What is the priority in allocating resources to solve the problem? There are always more problems than there are resources to address them, and as a result, only a few get the attention they deserve. Make sure those limited resources are allocated in the best possible way.
- What return is delivered by solving? This is way more than a financial calculation, it needs to include an assessment of how the transaction costs may be moved around. What is the impact on workflow and stakeholder engagement as they see problems being identified and removed?.
- What other problems are uncovered by the consideration of the first one? Looking at a problem always uncovers others. Often in the process of understanding the problem, others that are the root causes show themselves for the first time. The ‘5 why’ tool is invaluable in understanding the root causes of problems, and should be in every managers toolbox.
Going back to Sherlock, one of the extremely useful observations captured the essence of Occam’s razor, when he said ‘ When you have eliminated the impossible, whatever remains, however improbable, must be the truth’
It is our job as leaders, to get at the truth, and communicate that truth widely, in a manner that it is clearly understood, and able to be acted on. So, the essential lesson, is to ask good questions.
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