Effective problem solving is not about quick decisions, templates, or expert opinions—it’s about shared understanding, scientific thinking, and learning at the system level. These posts explore how leaders and teams approach real problems in complex environments, from executive decision-making to daily improvement work.
Drawing on Lean thinking, Toyota practices, healthcare, manufacturing, and knowledge work, this archive emphasizes problem-solving as a leadership capability: asking better questions, testing assumptions, and building systems that make problems visible instead of hidden.
In 2006, regulators cited a hospital in Madison, Wisconsin for six violations of state and federal rules after a patient died — three federal, three state. They threatened its license and its Medicare contract. The hospital updated its policies and…
Thanks, as always, to Ryan McCormack for this. He always shares so much good reading, listening, and viewing here! Subscribe to get these directly from Ryan via email. News, articles, books, podcasts, and videos about how to make the workplace…
An executive says, after hearing about a major quality defect: “You said we solved that. Why’d the problem come back???” That might sound like an attempt at accountability. But it’s not necessarily Lean thinking. The “Study” step of the Plan-Do-Study-Adjust…
Someone walks into your office and says, “We have a problem.” Notice what your body does before your brain catches up. A small tightening. A breath you take to steady yourself. Maybe your face does something you didn’t authorize. All…
Why does Lean fail to stick so often? Thomas Cox and Andre DeMerchant join me on Episode 547 to make the case that the missing precondition is psychological safety, and that it has to exist at the top before any…
Picture your best week as a leader. Every meeting ran on time. Every status update was green. You walked the floor and people smiled and told you things were going great. Your open-door policy was working beautifully, because employees kept…
Two questions from a few Toyota mentors — and the Deming idea behind them. You can usually feel it before you can name it. The improvement meeting that used to feel alive is now… polite. People show up. They nod…
Thanks, as always, to Ryan McCormack for this. He always shares so much good reading, listening, and viewing here! Subscribe to get these directly from Ryan via email. News, articles, books, podcasts, and videos about how to make the workplace…
You know the feeling in the conference room when the team finally lands it. The fishbone is covered in sticky notes. You’ve worked through five whys, or ten, or fifteen. Somebody on the team traces the line with a finger…
Jamie Bonini described a person who looks like 25% overhead to a finance team — but without whom the entire Toyota Production System falls apart. Bonini is the vice president of Toyota’s Production System Support Center (TSSC), which has spent…
TL;DR: Organizations invest in teaching people to see problems and solve problems — but skip the middle step: making it safe and worthwhile to speak up about them. I’ve seen blank huddle boards in hospitals. Cards and markers sitting untouched.…
TL;DR: Deciding feels like progress, and learning is what makes a solution hold. This is a working hypothesis about why executive problem solving so often skips the second part, and where I suspect it falls apart. The meeting goes well.…