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From school to work, many times, it is the people who can answer the right questions that are recognized and rewarded, not the people who ask the questions. "Questioning secular perceptions can even be marginalized, isolated, or seen as a threat."

People tend to rush to conclusions instead of asking more questions, and the lack of adequate questioning can lead to poor decisions, and we should slow down and take the time to ask more and better questions.

Ask the following four types of questions:

Clause. First, clarifying questions help us better understand what has been said.

Can you tell me more? Why do you say that? These are the kinds of questions that help us discover the true intent behind what we are saying, make us understand each other better, and guide us to solve related problems.

"People don't usually ask these questions because they often make their own assumptions and then fill in the missing pieces themselves," Perlman said. ”

Second, adjacent questions, which are used for relevant aspects of the conversation that are easily overlooked.

How does this concept apply to different contexts? Or, "What are the relevant uses of this technology?" And so on, are in this category.

Focusing on the task at hand often inhibits us from delving into exploratory questions, so asking these kinds of questions can help us understand things more broadly.

Third, funnel questions, which help to gain a deeper understanding.

This kind of question is asked to understand how the answer came about and how to understand the root of the problem. For example, "How did you do this analysis?" And "Why not include this step?"

These kinds of questions can be asked based on an organization's design or product, and most consulting teams do a great job of using them.

Fourth, elevated questions can trigger a wide range of thinking.

Getting too caught up in the problem at hand can make it difficult to see the full picture behind it. So you need to ask, "Take a step back and say, what's the bigger problem?" Or, "Are we talking in the right direction?"

These questions can take us to a higher level and better see the connections between individual events.

The above summary comes from the internal reference of Li Xiang's knowledge.

1. What is the problem you really want to solve? – First of all, we have to define the problem.

Too often, we mistake the initial solution to a problem for the problem itself, ignore the essence of the problem, and therefore miss the best solution. But how do you find out the essence of the problem? Here's a classic 5whys analysis.

WHY Problems found (from the surface to the inside) Corresponding countermeasures.

There is a pool of dirty oil on the floor of the workshop, why? Wipe off grease stains.

Because the machine is leaking oil, why? Repair the machine.

Because the gasket is worn and aged, why? Change the gasket specification.

Because the gasket is worn and aged, why? Change your procurement strategy.

Because the purchasing department is procuring with the expectation of savings.

Short-term cost approach to inquiry Change the purchasing department's best strategy.

2. After defining the problem, formally enter the analysis problem --- build a framework.

They are a bottom-up refinement framework and a top-down application of the framework.

Refining the framework from the bottom up, which is a process of diverging and then converging, aims to refine a well-structured, logically clear framework to help solve the problem systematically in the next step.

The key to mastering the top-down thinking framework is to accumulate more commonly used frameworks and be familiar with the application scenarios of each framework, so that you can quickly call out the appropriate framework once needed.

3. Clarify the key.

Since the effectiveness of resources and the infinite demand are inevitable, according to the 80 20 rule, learn to grasp the main contradiction and allocate time and energy reasonably.

4. Enter the problem-solving --- efficiently execute and check the adjustment.

Once you've identified the framework and identified the keys, act immediately to resolve the issue.

You know that the solution needs to be continuously verified and optimized to achieve the best results, and this is the five steps of analyzing and solving problems in systems thinking: defining the problem, building the framework, clarifying the key, executing efficiently, and checking and adjusting.

The five steps of analyzing and solving problems in systems thinking are: defining the problem, building the framework, identifying the key, executing efficiently, and checking and adjusting.

Step 1: First of all, we have to define the problem: we need to distinguish between the initial solution to the problem and the problem itself.

But how do you find out the essence of the problem? Here's a classic 5whys analysis.

Step 2: Build a framework to return to hail: To use the framework from the top down, you need to accumulate the framework on a daily basis. There is also a bottom-up refinement framework, which is a thought process of diverging first and then leaking and converging.

Step 3: Clarify the key to solving the problem: After the framework is listed, analyze and find out the most critical points, and allocate time and energy reasonably.

Step 4: Act now, solve the problem, optimize the solution, and solve the problem until the problem is solved.

If you have a friend who loves to learn and wants to master these methods systematically, you can read the book and**: "Pyramid Principle", "Thinking Power: Efficient System Thinking", Tencent Classroom** course: "Five Steps, Become a Problem Solver".