The person in charge of data analysis and planning may say, "I've found the cause, so I'm done" and "I've come up with a countermeasure plan, so I'm done."
As a person in charge, that may be fine, but in terms of problem solving and task achievement , it is necessary to take measures after that. Sometimes you have to try it and think about it if it doesn't work.
There are times when it becomes like "this is the only countermeasure", but I want to think freely and decide as much as possible.
In planning measures, a large investment may be required when deciding on measures. Determinism is also useful in this situation .
Sometimes it's much faster and more reliable to try it out than to look at all the tricks on the desk. Perfect consideration in advance is not always good.
Also, in the case of an emergency, it may not be the one that has the greatest effect, but the one that can be done immediately.
If you think "I just need to solve the problem", there are many things to look out for.
In practice, in terms of "quick results," "great effect," "cheap execution," "safety," and "small concerns (risks)." In comparison, we will prioritize and proceed.
If you have a good causal inference , you may be able to make a fundamental solution. Many of the so-called "permanent measures" apply to this.
A drastic way to "make sure that what's causing it doesn't happen" is to change the problematic system or equipment in its entirety rather than part of it. "Turn human work into a robot", "cut with a laser instead of cutting with a knife", etc.
Many of the so-called "first aid" and "first aid" apply here.
It may seem like an omission, but it can also be the most practical response, such as when the cause is the way the problem is perceived.
When thinking about countermeasures and measures, it is good to think systematically and comprehensively with MECE in mind. The system diagram is useful.
Another way is to use patterns as a way to use the knowledge of our predecessors and other fields in our own themes to come up with countermeasures and measures.
A " pattern " is a theory or rule of thumb. The pattern is, "In such a case, it always happens." And "In such a case, it is better to do this." There are "failure patterns" and "accident occurrence patterns".
Each pattern may not be a big deal, but when organized systematically, it can be quite powerful. There are some suspicious proofs that are advertised as "life success patterns" and "winning patterns", but the ones that have been properly researched can be a hint in case of trouble.
When using patterns as an idea, first look for patterns that are likely to apply to the problematic event or thing. Then, you can see that he said, "It would be nice to try something like this." Consider whether it is really feasible and do it if possible.
Patterns allow you to come up with ideas that you can't think of on your own.
The pattern language was advocated in the field of city ??planning .
TRIZ analyzes patents and classifies the patterns (laws) of ideas contained in patented inventions. It is said that if you find the right way of thinking for your problem, you will be able to make new inventions smoothly.
For interesting things, there are ways to achieve both goals that are incompatible. If you divide time and space well, the target value will change in each section, so it seems that both can be achieved by optimizing each section.
Behavioral economics argues that human economic activity is not completely rational. Instead of rational judgment, it also mentions the existence of behavioral patterns.
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