Chapter XII – Part 12

-        Why do you think troubleshooting, or solving problems, is so important in business?

-        Well, these days business is extremely competitive and it’s competitive in terms of time and in terms of money. Whenever a company tries to get a new product out quickly, it tries to do it without spending too much money. Problems, when they arise, cost money and they waste time.

-        And are there any particular areas which are typical trouble spots?

-        Starting at the very beginning of a project, quite often people don’t plan effectively. You can never plan early enough, especially in a large and complex project. Part of that planning involves making sure that everybody on the project understands his or her role; and that the objectives of the project are regularly reviewed, so that everybody understands how the project is going to meet the needs of the market, and whether it is still relevant.

-        Do you think that everyone has a role in troubleshooting and anticipating problems, or do you see it as only a managerial skill?

-        I think it can quite often happen that managers start a project, think it’s going very well, walk away from it and then are very surprised six months later when it’s going wrong. Everybody, at whatever level, should make sure that they as the right questions, and indeed try to, as you say, anticipate problems and raise those problems with their manager and with their colleagues at regular review intervals.

-        Do you have any other tips for solving problems?

-        It’s very important that a project team communicates well within itself and also to people outside the team. You should try to have a democratic spirit in a project, allowing people to speak openly, to ask questions and to feel that they own the project as much as the managers or the clients may do.

$ And now fill in the gaps:

-        Why do you think……………………………………………………………………. is so important in business?

-        Well, these days business is extremely competitive and it’s competitive ……….. …………………………………………………………………………………………… . Whenever a company …………………………………………………………………………………………………………………………………………..quickly, it tries to do it without………………………………………………………………………………………… Problems, when they………….., cost money and they…………………………………………………….

-        And are there any particular areas which are typical trouble spots?

-        Starting at the very beginning of a project, quite often people don’t plan effectively. You can never plan early enough, especially in a large and complex project. Part of that planning involves making sure that everybody on the project understands his or her role; and that the objectives of the project are regularly reviewed, so that everybody understands how the project is going to meet the needs of the market, and whether it is still relevant.

-        Do you think that ………………………………………………………………………………………..in troubleshooting and ………………………………….problems, or do you ………………………………..a managerial skill?

-        I think it …………………………………………………………………that managers start a project, think it’s going very well, walk away from it and then are very ………………………………..six months later when it’s going wrong. Everybody, ……………………………………………., should ……………………………………that they as the right questions, and………………………………………, ……………………., anticipate problems and ……………………………………………………..with their manager and with their colleagues at regular review intervals.

-        Do you have any other tips for solving problems?

-        It’s very important that a project team communicates well within itself and also to people outside the team. You should try to have a democratic spirit in a project, allowing people to speak openly, to ask questions and to feel that they own the project as much as the managers or the clients may do.

$ I agree with the author, with what he says about problems, their reason and how to prevent them.

$ For sure, problem cost money, but they never waste time, in my opinion. Every so called problem is a lesson and education costs.

$ I agree with the question of planning effectively. General Eisenhower said: ‘Plans are worthless but planning is everything.’ I live this truth every day.

$ Are you tempted by giving up planning?

$ Not at all. Although I change plans very often, planning sets the direction to my activity.

$ Some time ago, I exchanged planning for listening to my Inner Voice. I ask myself: what do I dream of? What attracts me? I set a priority, I am here and now, things happen or not and I observe, telling apart control from attentiveness and alertness. Time is not linear so the pressure is imaginary. If I need to plan, in fact I lack trust and want to protect myself because I’m scared of what may come in future. Moreover, if I plan, I resist change.

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