How the CEO of Zappos Solves Problems
Your worst problem is believing you know the problem, when you don’t. The next is solving it.
Procter & Gamble set out to design new soap for cleaning floors. It’s a challenge because strong soap cleans dirt but it also strips finishes and irritates skin.
After years of failed attempts, P&G came up with the Swiffer – paper towel on a stick. Mopping was the problem, not soap*.
One word:
The CEO of Zappos, Tony Hsieh, finds the “right” problem with one word, “Why.”
“The one thing that Tony is really good at, that I’ve learned, is to always ask why. … If you ask why enough, you can turn, even the most complex problem into its simplest form.” Jamie Naughton
Problems first:
Use curiosity to explore problems before seeking answers.
Simplify before solving.
Rush to problems; don’t rush to solutions. Answers become complications when they solve “wrong” problems.
Simplify complexity by asking why.
- Why are we doing this?
- Why do we need to do this?
- Why do we keep things in place if they aren’t working?
- Why is this a problem?
- Why do we care?
“It might be ten why’s, it might be three whys, and then you can say, “Ok. Let’s fix that.” Jamie Naughton
Simple problems have simple answers.
Speed:
Speed problem simplifying – Slow solution finding.
Go slow to go fast.
Solving the wrong problem slows or stalls progress.
Example:
Problem: I’m stressed.
Fast solution: Massage.
Explore the problem:
I’m stressed. Why? I have too much to do. Why? Because I can’t say, “No.” Why can’t you say, “no?” And so on…
What if stress isn’t the problem? Fix the simplest problem. Then get a massage just for fun.
How can leaders slow the solution finding process in order to find real problems?
How do you find solutions?
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*(There’s debate concerning the origin of the Swiffer. Regardless, P&G found the “right” answer when they identified the “right” problem.)
Connect with Jamie:
Jamie Naughton works directly with Tony Hsieh as the Speaker of the House for Zappos.
Twitter: @Jamstar
In her own words (1 min.)
Related: The Surprising Path to Happiness at Work
Great post Dan!
I think the biggest problem is thinking you know the answer any not having a group of folks to test it out on.
I have found many times people have had a leak in the plumbing in the kitchen and call in a dude to fix a window in the den! Window looks great, still got a big ole problem in the kitchen.
Think getting a group together and kick around ideas is a credible concept.
With egos involved not sure I see this concept practiced nearly enough.
My opinion, keep the main thing the main thing. If you get 2 minds in on a problem it creates the energy of 11 not 2. Law of Senergy. Just seems not a lot of folks know the law and obey!!!!
The thinking that allowed or created the problem is not the same mind or thinking that will come up with the solution.
Get some help!!!!
SP Out!!!!
Lol. Synergy!!!!!
Can’t spell it but know what it is!!!!!!
Dear Dan,
A very interesting yet challenging post. Though the problem of finding problem looks easy, but it is not.I agree with you that many times, people do not the problem and look for solution. In the attempt they follow the wrong path, unworkable strategy. By the time, they realize, it is too late. Then there already crop up many other problems. And this actually disappointing and frustrating. Many people even do not realize that they are not working to find out solutions but they still continue to do that.
I have learned simple way to understand problem, I discuss with many people, take their ideas. I think a lot before arriving at knowing the problem. I go to the fundamental of the issues. And when I convince myself I start devising strategy to tackle the problem. At the start, it often takes longer time, but sooner you acquaint with the strategy, it takes less time. Then comes the speed. Now, speed depends upon individual capacity, stamina and energy. This speed has great role to play in finding out solution. Slow speed might not get solution in time. And by the time, there could be other emerging problems. So, solution in time is crucial.
One other way to find out solution is to make effort to other solutions available for the similar problems. Then analyze and evaluate it critically at present context. And when you are convinced, apply your skill and ability in addition to the previous solutions. This approach will surely add values to your solutions.
Great post – thank you. “Rush to problems; don’t rush to solutions.” That statement struck me. It seems to me that we are developing into a culture that expects instant gratification as a right.
So we tend to approach problems with the same “I’ve got to find the RIGHT solution, RIGHT now” attitude. I know that in my company, when front-burner issues get hotter and the pace of daily work gets frantic, we are more likely to rush to solutions than to problems. Short-term fix, not necessarily long-term solution.
Lots to think about with this post, Dan. Thanks again.
Thanks for this post Dan. It is a great reminder for us to fix the right problem, and the root problem rather than attacking the symptoms.
“Go slow to go fast.” That’s one of my favorite lines. It makes a lot of sense. Sometimes we are in a hurry to find a quick fix and we don’t bother to really dig deep to find the real causes of the problems. By digging deeper and asking “why” we will be enlightened about the root causes that are producing the events we are witnessing. When everyone is aware of the root causes of the problem (the event), we will be able to create effective solutions that will promote better results. That process takes time. Effective change cannot be rushed.
sometimes the “why” needs to be something to sell up the chain for others come with a preconceived notion of what should be done.
Great post and a method I can attest to that works. The 5-Why analysis is common place in the automotive industry and more specifically with Toyota and Honda. It has subsequently been adopted by the North American automakers as well.
The only “problem” with the approach is that it is not necessarily repeatable. Give more than one group a problem, and you are bound to arrive at potentially different root causes.
The real Why series tends to converge on root cause. Once found, the solution series is a divergent number of possibilities.
The cautionary leadership piece for this might be to noob leaders starting out (am a perpetual noob myself, can beg forgiveness with the best of em!), to not use the blame dance card with ‘why’.
Many old models of leadership jump to finding ‘who caused this’ when, according to Deming and others, it probably is leadership if you have to blame…it is the process 90+% of the time. Who is responsible for the process, leadership. If it is a training issue, who is responsible for the training, leadership. If it is ineffective training, who is responsible for outcomes of training, leadership. There of course is a smaller percentage that is a personnel issue…see I went straight to the blame dance!
So the piece to answer with ‘why’ is what caused this to occur, not necessarily ‘who’.
The other very uncomfortable dynamic with asking why at least 5 times, is that you end up uncovering other ‘opportunities’/problems that you have to own and eventually deal with. The goods news, sort of, is that which you uncover either had partial cause or effect of the core issue, so you are doing ‘continuous improvement’ if you do address the miss-steps along the way as you waltz your way through the show…
Perhaps a precursor to the asking of why is setting the expectation that the organization is not perfect, can always (and will seek to) improve. With that as a foundation, you can actively seek out those pesky opportunities.
I believe the 5 Why analysis which is explained beautifully in the the article is a great approach to solving problems. I have used the Ishikawa “aka fishbone” diagram is another tool to use in conjunction with the 5 Why analysis. This helps to keep the effects of the problems focused on specific areas and not on people. Then as you drill down on the 5 whys you can stay more focused on solving the right problems.
I think the biggest problem is if we don’t know that wehave a problem.The question why for problem solving approach are widely use in companies which adopt Japanese manufacturing style. In Indonesia, we could find in the biggest automotive group where their people intensively using Quality Control Circle to improve their workplace with questioning 5Why 1 How.
Completely agree: find the actual problem and the solution will come…
Enter the role of the Business Analyst. There role is to analyse the organisation firstly, seek alignment to strategy, define the what before the how, so as to avoid solutionism. Have a problem or not sure you have one, call in a Business Analyst.
A wonderful post! An eye opener to say. The lesson- ‘Speed problem simplifying and slow solution finding’.
The best way is to involve all concerned and check on the real problem with brief discussion and allow time to analyse the problem with factual information/data with an innocent approach and do more of listening. The collective wisdom can work better to identify the exact problem which also ca lead to a good workable solution.
Always consult to understand the real problem with possible reasons. Never take decisions without collecting the facts and never ever be in a haste to conclude with a single mind or on the basis of a pre-set perception.
Great article Dan. You’ve covered some excellent points. I particularly like the 5 Why’s though I would also like to add it is important to include the organization’s entire system in problem solving exercises. Leaders exist at all levels and they approach problems from dramatically different angles. By presenting a perceived problem with an entire system (or representatives from the system) in the room you open up possibilities and opportunities that may have been missed by limiting the thought process to one area. I like Scott’s idea of generating synergy!
This technique is an age old lean/sigma tool referred to as “The 5 Whys”.
There is nothing new under the sun…this problem solving tool has been around forever. In the late 80s and 90s, as part of the popular quality initiatives, it was called the 5 Whys. It is part of the bigger problem solving and coaching strategy of asking purposeful questions in order to discover the reality. From there you can coach through the gap to the desired outcome or goal.
Thanks Dan,
The practice of asking why really works, but it takes a leader who isn’t afraid to let the group know that he/she is vulnerable to situations that they are unfamiliar with. Asking why is not a weakness, but from my experience, viewed as one by insecure managers and followers. Thanks again.