By Mark Galley
These three topics can sometimes be vague theories rather than concrete disciplines. Companies inadvertently make problem-solving too complicated. Six-week quality programs that leave people confused, 300 puzzling “cause codes” and frustrating investigations are not just counterproductive, they can be detrimental. It can erode the effectiveness of an organization. Your problems are confusing enough; your problem-solving tools shouldn’t make it worse. Employees who are inundated with techniques, methods and software can lose track of the basics. All problem-solving efforts should be focused on your company’s goals with a bias toward principles.