By February 25, 2014 4 Comments Read More →

Jumping to Solutions

We’ve all seen it. We’ve probably all done it.

What’s that?

Jumping to solutions.

I hope this illustration I created gives you a bit of pause… not just to laugh at others, but to reflect on this personally.

jumping to solutions_0

It’s hard to not jump to solutions. But, you get better at recognizing it when it’s happening and you can stop yourself before saying or doing the wrong thing.

It’s the same as with blaming people. It’s hard to stop, but it’s easier to be aware of… and to control it.

These are harder habits to break for executives who have been in the workforce the longest, generally speaking.

The habits (jump to conclusions, be decisive, have all the answers, get things done) are hard to break. People got promoted and made more money because of those old habits.

Now, they’re trying to change those habits and convince others to change? And they have to also convince their employees they are changing themselves?

We should be empathetic toward our senior leaders… especially if they want to change… if they are trying.

We don’t need to have patience with those who aren’t trying to change, perhaps.

Hat tip to a slightly different cartoon version of this that was in an LEI training class (author unknown). Buy a print of this image or a mug.

Thanks for reading! I’d love to hear your thoughts. Please scroll down to post a comment (or click through to the blog if you’re reading via email or RSS).

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Mark Graban's passion is creating a better, safer, more cost effective healthcare system for patients and better workplaces for all. Mark is a consultant, author, and speaker in the "Lean healthcare" methodology. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. Mark is also the VP of Customer Success for the technology company KaiNexus.

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4 Comments on "Jumping to Solutions"

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  1. Great reminder! At a recent senior leadership worksession to define and clarify scope for our next few firm wide improvement initiatives, I used a buzzer from the Taboo game each time a participant offered a solution. We were there to identify problems first. After about an hour the team was ‘buzzing’ each other and significantly more aware of their comments. It was simple, fun and successful.

  2. Dan Collins says:

    Thanks Mark, I am using this with our quality teams this week!

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