Distinctive Problem Solving Questions
独特的问题解决问题

Cheat Sheet 备忘单

Category 类别

Approach 方法

Question 问题

Leveraging the organization
利用组织优势

- 你是否从广泛的角度考虑了应当参与解决问题的内部专家？ - 我们更广泛的组织如何帮助你确保持久的影响？我们可以通过哪些方式支持实施、能力建设和变革？

- Have you taken an expansive view of what internal experts should be involved to best solve the problem?

- How can our broader organization help you ensure lasting impact? In what ways can we support implementation, capability building, and change?

1. 综合性问题解决能够汇聚团队、客户和组织的优势来解决问题

1. Integrative problem solving

The ability to bring the best of your team, clients, and organization to solve the problem

Fostering shared problem-solving
促进共同解决问题

- 你的问题解决会议是否足够定期、广泛，并且全团队参与，以确保团队成员理解更广泛的问题，并能在其组成部分之间建立联系？- 你如何将客户直接引入问题解决的动态中？你可以使用哪些论坛或步骤来推动共同创造的解决方案，并及早而非迟缓地揭示客户的关注点和观点？

- Are your problem-solving sessions sufficiently regular, broad and attended across the whole team to ensure that team members understand the wider problem and can draw links between its constituent parts?

- How can you bring clients directly into the problem-solving dynamic? What forums or steps can you use to drive a co-created solution, and to surface client concerns and perspectives early rather than late?

2. 构建多重视角从多个角度看待问题及其各个方面的能力

2. Constructing multiple perspectives

The ability to see a problem and its aspects from many angles

Creating inclusion 营造包容性

- 你是否在营造一个包容的环境，使所有团队成员都能有效地贡献和分享观点？ - 你的问题解决是否充分利用了团队成员的独特性，考虑到他们各自的优势、专业知识和背景？

- Are you fostering an inclusive environment that enables all team members to contribute and share perspectives effectively?

- Has your problem-solving fully harnessed the uniqueness of your team members given their individual strengths, expertise, and backgrounds?

Taking all perspectives 采纳所有视角

- 你能否从不同相关方（内部和外部）的角度来看待情况？ - 你能否将情况置于更广泛的背景中，扩大视野？

- Can you consider the situation through the eyes of different parties (internal and external)?

- Can you place the situation in a broader context and widen the scope?

Testing what is known
检验已知信息

- 潜在的假设是什么？如果去除这些假设会发生什么？ - 情况中有哪些关键元素可以改变（例如，假如……会怎样）？ - 你能将其扩展到极端情况吗（例如，从宏观到微观或反之）？

- What are the underlying assumptions and what happens if you remove them?

- Are there key elements of the situation that can be changed (e.g., what if)?

- Can you extend it to its extreme cases (e.g., go from macro to micro or vice-versa)?

Reframing the problem 重新构建问题

- 是否有元素可以用不同的方式表示？具体的能否变得通用（或反之）？有没有不同的方式来表达同一个问题？ - 你能使用哪些替代的思考框架来分析这个情况？

- Are there elements that can be represented in a different way? Can the specific be made general (or vice-versa)? Are there different ways of phrasing the same question?

- Are there alternative frameworks for thinking about the situation that you can use?

3. 识别关系辨别问题各元素之间联系/关联的能力

3. Identifying relationships

The ability to discern connections/linkages between elements of the problem

Recognizing patterns 识别模式

- 这些元素组是否涉及任何共同的主题或问题？ - 是否有某些元素与其他元素特别不同或不一致（即异常值）？ - 是否有些元素比其他元素更大或更小？ - 它们的影响相对大小是否存在差异？

- Are there any common themes or issues that groups of the elements touch on?

- Are some elements particularly different or inconsistent with the others (i.e., outliers)?

- Are some elements larger or smaller than others?

- Are there differences in the relative size of their impact?

Identifying analogies 识别类比

- Does the collection of elements here resemble elements in other situations?
- 这里的元素集合是否类似于其他情境中的元素？

Category Approach Question Leveraging the organization "- Have you taken an expansive view of what internal experts should be involved to best solve the problem? - How can our broader organization help you ensure lasting impact? In what ways can we support implementation, capability building, and change?" "1. Integrative problem solving The ability to bring the best of your team, clients, and organization to solve the problem" Fostering shared problem-solving "- Are your problem-solving sessions sufficiently regular, broad and attended across the whole team to ensure that team members understand the wider problem and can draw links between its constituent parts? - How can you bring clients directly into the problem-solving dynamic? What forums or steps can you use to drive a co-created solution, and to surface client concerns and perspectives early rather than late?" "2. Constructing multiple perspectives The ability to see a problem and its aspects from many angles" Creating inclusion "- Are you fostering an inclusive environment that enables all team members to contribute and share perspectives effectively? - Has your problem-solving fully harnessed the uniqueness of your team members given their individual strengths, expertise, and backgrounds?" Taking all perspectives "- Can you consider the situation through the eyes of different parties (internal and external)? - Can you place the situation in a broader context and widen the scope?" Testing what is known "- What are the underlying assumptions and what happens if you remove them? - Are there key elements of the situation that can be changed (e.g., what if)? - Can you extend it to its extreme cases (e.g., go from macro to micro or vice-versa)?" Reframing the problem "- Are there elements that can be represented in a different way? Can the specific be made general (or vice-versa)? Are there different ways of phrasing the same question? - Are there alternative frameworks for thinking about the situation that you can use?" "3. Identifying relationships The ability to discern connections/linkages between elements of the problem" Recognizing patterns "- Are there any common themes or issues that groups of the elements touch on? - Are some elements particularly different or inconsistent with the others (i.e., outliers)? - Are some elements larger or smaller than others? - Are there differences in the relative size of their impact?" Identifying analogies - Does the collection of elements here resemble elements in other situations?

| Category | Approach | Question | | :--- | :--- | :--- | | | Leveraging the organization | - Have you taken an expansive view of what internal experts should be involved to best solve the problem? - How can our broader organization help you ensure lasting impact? In what ways can we support implementation, capability building, and change? | | 1. Integrative problem solving The ability to bring the best of your team, clients, and organization to solve the problem | Fostering shared problem-solving | - Are your problem-solving sessions sufficiently regular, broad and attended across the whole team to ensure that team members understand the wider problem and can draw links between its constituent parts? - How can you bring clients directly into the problem-solving dynamic? What forums or steps can you use to drive a co-created solution, and to surface client concerns and perspectives early rather than late? | | 2. Constructing multiple perspectives The ability to see a problem and its aspects from many angles | Creating inclusion | - Are you fostering an inclusive environment that enables all team members to contribute and share perspectives effectively? - Has your problem-solving fully harnessed the uniqueness of your team members given their individual strengths, expertise, and backgrounds? | | | Taking all perspectives | - Can you consider the situation through the eyes of different parties (internal and external)? - Can you place the situation in a broader context and widen the scope? | | | Testing what is known | - What are the underlying assumptions and what happens if you remove them? - Are there key elements of the situation that can be changed (e.g., what if)? - Can you extend it to its extreme cases (e.g., go from macro to micro or vice-versa)? | | | Reframing the problem | - Are there elements that can be represented in a different way? Can the specific be made general (or vice-versa)? Are there different ways of phrasing the same question? - Are there alternative frameworks for thinking about the situation that you can use? | | 3. Identifying relationships The ability to discern connections/linkages between elements of the problem | Recognizing patterns | - Are there any common themes or issues that groups of the elements touch on? - Are some elements particularly different or inconsistent with the others (i.e., outliers)? - Are some elements larger or smaller than others? - Are there differences in the relative size of their impact? | | | Identifying analogies | - Does the collection of elements here resemble elements in other situations? |

Category 类别

Approach 方法

Question 问题

4. Finding the essence
4. 寻找本质

Identifying the core problem
识别核心问题

- 如果你能用一句话描述这个元素或情况，会怎么说？如果 CEO 或执行董事现在走进来，你会告诉他们什么？ - 你能找到一个类似的情况吗？那个情况的本质与当前情况有什么关联？

- If you could describe this element or situation in one sentence, what would it be? What would you tell the CEO or ED if they walked in right now?

- Can you identify an analogous situation, how does the essence of that situation bear relevance?

The ability to cut through complexity to reveal the heart of the matter
能够穿透复杂性，揭示问题的核心

Structuring the problem 构建问题结构

- 你能将情况拆分成若干部分，其中某些部分可能比其他部分更重要吗？ - 不同元素的重要性是否存在差异？ - 你能否（重新）组合这些部分，讲述一个有趣的故事？ - 你能否一次只审视情况的一部分？

- Can you break up the situation into pieces, some of which may be more important than others?

- Is there a difference in the relative importance of different elements?

- Can you (re)combine the parts to tell an interesting story?

- Can you examine the situation one piece at a time?

5. 领先一步 / 退后一步具备超前思考团队并同时从问题中退后的能力

5. Staying ahead / stepping back

The ability to think ahead of the team and simultaneously step back from the problem

Staying ahead of the problem
领先于问题

- 团队是否在处理正确的问题（是否出现了新问题）？是否有机会消除或重新聚焦？ - 是否有答案的假设？团队是否在努力证伪/证实该假设？ - 是否有第一周的答案？随着研究的进展，这个答案有何变化？ - 这是否改变了对最重要事项的评估？ - 你现在是否在制定计划，确保团队的解决方案具有影响力？（包括能力建设、思维方式转变等） - 你是否每天把自己关在房间里，认真思考问题？（综合你所处的位置、所学内容，发展故事的新迭代及其对工作计划的影响）

- Is the team working on the right issues (have new issues emerged?). Is there an opportunity to eliminate or refocus?

- Is there a hypothesis for the answer? Is the team working to disprove/prove this hypothesis?

- Is there a week-1 answer? How is this changing as the study progresses?

- Does this change the assessment of what is most important?

- Are you developing a plan now to ensure the team's solution is impactful? (including capability building, mindset shifts etc.)

- Are you locking yourself in a room everyday to think hard about the problem? (synthesizing where you are, what you have learned, to develop a new iteration of the story and the implications for work planning)

Confirming rigor and logic
确认严谨性和逻辑性

- 顶层思路是否合理？分析结果中是否体现了这一点？ - 是否识别并隔离了模糊元素？是否在模糊范围的两端测试了答案？

- Does the top line thinking make sense? Is this reflected in the results of analyses?

- Have ambiguous elements been identified and isolated? Has the answer been tested at each end of the ambiguity spectrum?

Maintaining perspective 保持视角

- 关键成功因素是什么？（例如：创新、推动组织发展、创造性洞察、符合预算）解决方案在这些方面表现如何？ - 解决方案是否经得起以下考验：最初的问题定义、良好的判断、客户期望？ - 各个工作流中的拼图块是否契合？重点是否正确？

- What are the key success factors? (e.g. innovative, stretch for organization, creative insight, meeting budget). How does the solution measure up

- against these?

- Does the solution stand up against: the initial problem definition, good judgment, client aspirations?

- Do the puzzle pieces fit together across multiple work streams? Is the emphasis, right?

Owning the problem 拥有问题

- 你是否真正拥有这个问题？你是否设定了高标准（例如，你是否经常说“这还不够好”？你是否知道推动项目向前发展的关键？） - 你是否从客户的角度对团队的思路进行了“现实检验”？你是否了解团队逻辑中潜在的缺陷，并知道如何解决这些问题？

- Do you truly own the problem? Have you set a high bar (e.g., are you saying "that is not quite good enough" often enough? Do you know what it takes to move the project forward?)

- Have you done a 'reality check' on the team's thinking from the client's perspective? Do you know the potential flaws in the team's logic and to

- address them?

Category Approach Question 4. Finding the essence Identifying the core problem "- If you could describe this element or situation in one sentence, what would it be? What would you tell the CEO or ED if they walked in right now? - Can you identify an analogous situation, how does the essence of that situation bear relevance?" The ability to cut through complexity to reveal the heart of the matter Structuring the problem "- Can you break up the situation into pieces, some of which may be more important than others? - Is there a difference in the relative importance of different elements? - Can you (re)combine the parts to tell an interesting story? - Can you examine the situation one piece at a time?" "5. Staying ahead / stepping back The ability to think ahead of the team and simultaneously step back from the problem" Staying ahead of the problem "- Is the team working on the right issues (have new issues emerged?). Is there an opportunity to eliminate or refocus? - Is there a hypothesis for the answer? Is the team working to disprove/prove this hypothesis? - Is there a week-1 answer? How is this changing as the study progresses? - Does this change the assessment of what is most important? - Are you developing a plan now to ensure the team's solution is impactful? (including capability building, mindset shifts etc.) - Are you locking yourself in a room everyday to think hard about the problem? (synthesizing where you are, what you have learned, to develop a new iteration of the story and the implications for work planning)" Confirming rigor and logic "- Does the top line thinking make sense? Is this reflected in the results of analyses? - Have ambiguous elements been identified and isolated? Has the answer been tested at each end of the ambiguity spectrum?" Maintaining perspective "- What are the key success factors? (e.g. innovative, stretch for organization, creative insight, meeting budget). How does the solution measure up - against these? - Does the solution stand up against: the initial problem definition, good judgment, client aspirations? - Do the puzzle pieces fit together across multiple work streams? Is the emphasis, right?" Owning the problem "- Do you truly own the problem? Have you set a high bar (e.g., are you saying "that is not quite good enough" often enough? Do you know what it takes to move the project forward?) - Have you done a 'reality check' on the team's thinking from the client's perspective? Do you know the potential flaws in the team's logic and to - address them?"

| Category | Approach | Question | | :--- | :--- | :--- | | 4. Finding the essence | Identifying the core problem | - If you could describe this element or situation in one sentence, what would it be? What would you tell the CEO or ED if they walked in right now? - Can you identify an analogous situation, how does the essence of that situation bear relevance? | | The ability to cut through complexity to reveal the heart of the matter | Structuring the problem | - Can you break up the situation into pieces, some of which may be more important than others? - Is there a difference in the relative importance of different elements? - Can you (re)combine the parts to tell an interesting story? - Can you examine the situation one piece at a time? | | 5. Staying ahead / stepping back The ability to think ahead of the team and simultaneously step back from the problem | Staying ahead of the problem | - Is the team working on the right issues (have new issues emerged?). Is there an opportunity to eliminate or refocus? - Is there a hypothesis for the answer? Is the team working to disprove/prove this hypothesis? - Is there a week-1 answer? How is this changing as the study progresses? - Does this change the assessment of what is most important? - Are you developing a plan now to ensure the team's solution is impactful? (including capability building, mindset shifts etc.) - Are you locking yourself in a room everyday to think hard about the problem? (synthesizing where you are, what you have learned, to develop a new iteration of the story and the implications for work planning) | | | Confirming rigor and logic | - Does the top line thinking make sense? Is this reflected in the results of analyses? - Have ambiguous elements been identified and isolated? Has the answer been tested at each end of the ambiguity spectrum? | | | Maintaining perspective | - What are the key success factors? (e.g. innovative, stretch for organization, creative insight, meeting budget). How does the solution measure up - against these? - Does the solution stand up against: the initial problem definition, good judgment, client aspirations? - Do the puzzle pieces fit together across multiple work streams? Is the emphasis, right? | | | Owning the problem | - Do you truly own the problem? Have you set a high bar (e.g., are you saying "that is not quite good enough" often enough? Do you know what it takes to move the project forward?) - Have you done a 'reality check' on the team's thinking from the client's perspective? Do you know the potential flaws in the team's logic and to - address them? |

Distinctive Problem Solving Questions 独特的问题解决问题

Distinctive Problem Solving Questions
独特的问题解决问题