I believe that organizational performance can be improved dramatically if people are trained in logical structured thinking and problem-solving ability. I have done a considerable amount of study to understand why people generally lack this skill and hesitate to learn and practice it. I have conducted a few experiments and tried to find out how it can be taught and practiced in the organization. If anyone else has also experimented and would like to share their knowledge, I would be interested in learning from them. I am now exploring the implementation of these concepts in different organizations. If anyone is interested in trying it out in their organization, please let me know.
This approach is known as A3 Thinking, which goes beyond the commonly known A3 report. It involves using common sense and thinking systematically to understand the phenomenon or issues comprehensively by delving deep, observing things physically, engaging with relevant individuals directly experiencing the problems, and developing a shared understanding of the underlying causes. It emphasizes refraining from rushing to solutions until the root causes of the issues are identified. While it may seem simple, it is not commonly practiced. Do you agree?
From India, Mumbai
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This approach is known as A3 Thinking, which goes beyond the commonly known A3 report. It involves using common sense and thinking systematically to understand the phenomenon or issues comprehensively by delving deep, observing things physically, engaging with relevant individuals directly experiencing the problems, and developing a shared understanding of the underlying causes. It emphasizes refraining from rushing to solutions until the root causes of the issues are identified. While it may seem simple, it is not commonly practiced. Do you agree?
From India, Mumbai
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Hi,
That is an interesting sharing. You have raised some valid issues regarding structured thinking in general and A3 thinking in particular.
In my opinion, some possible reasons why structured thinking is not formally introduced or adopted extensively in India is because:
- Most businesses are personality-driven, i.e., either by owners or in many professional companies by veterans of the company who have grown with the company. These personalities are more focused on short-term goals than long-term strategic intent.
- Structured thinking is often viewed as being best suited to making improvements, increasing yield, enhancing efficiency, and refining quality. Our mindset in business is less inclined towards these aspects and more focused on "making profits".
- We are naturally inclined to creative thinking with the primary intent of working around patents, copyrights, and wherever possible making better duplicates than the original.
However, despite these mindset issues, entrepreneurs with vision and a long-term strategy would definitely find excellent value in implementing structured thinking.
Regards
From India, Mumbai
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508That is an interesting sharing. You have raised some valid issues regarding structured thinking in general and A3 thinking in particular.
In my opinion, some possible reasons why structured thinking is not formally introduced or adopted extensively in India is because:
- Most businesses are personality-driven, i.e., either by owners or in many professional companies by veterans of the company who have grown with the company. These personalities are more focused on short-term goals than long-term strategic intent.
- Structured thinking is often viewed as being best suited to making improvements, increasing yield, enhancing efficiency, and refining quality. Our mindset in business is less inclined towards these aspects and more focused on "making profits".
- We are naturally inclined to creative thinking with the primary intent of working around patents, copyrights, and wherever possible making better duplicates than the original.
However, despite these mindset issues, entrepreneurs with vision and a long-term strategy would definitely find excellent value in implementing structured thinking.
Regards
From India, Mumbai
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Dear Anup,
I agree with you that structured thinking, as opposed to snap judgments, will be very critical to understand any issue, be it business-related, administration-related, or corporate governance-related. It is an interesting perspective you shared.
B. Saikumar
Mumbai
From India, Mumbai
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I agree with you that structured thinking, as opposed to snap judgments, will be very critical to understand any issue, be it business-related, administration-related, or corporate governance-related. It is an interesting perspective you shared.
B. Saikumar
Mumbai
From India, Mumbai
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Hi everybody,
This is indeed an interesting topic. In my opinion, we Indians are more emotional and react to problems instantaneously. I am also reacting to the topic likewise. :-) In many cases, without a proper understanding of the problem, be it in business, politics, or personal life. Even the media behavior also reflects this aspect of Indianness.
NANDAKUMAR. A
Indian Oil Corporation Ltd
Chennai
From India, Delhi
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This is indeed an interesting topic. In my opinion, we Indians are more emotional and react to problems instantaneously. I am also reacting to the topic likewise. :-) In many cases, without a proper understanding of the problem, be it in business, politics, or personal life. Even the media behavior also reflects this aspect of Indianness.
NANDAKUMAR. A
Indian Oil Corporation Ltd
Chennai
From India, Delhi
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It is very old to say, "change is the only constant thing." In my experience, people are afraid of adopting change because they are not aware of the end result, so they try to remain standstill.
One reason for this fear could be the lack of exposure. Some employers may not value wise employees, which hinders the acceptance of change. Additionally, employers might be afraid of transparency in their operations.
I know a respected industrialist near Belgavi who displays his quarterly balance sheets on notice boards. Interestingly, his industry has no security guards even during night shifts. This shows his courage. Employers like him have the potential to change the entire culture of the nation.
From India, Pune
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One reason for this fear could be the lack of exposure. Some employers may not value wise employees, which hinders the acceptance of change. Additionally, employers might be afraid of transparency in their operations.
I know a respected industrialist near Belgavi who displays his quarterly balance sheets on notice boards. Interestingly, his industry has no security guards even during night shifts. This shows his courage. Employers like him have the potential to change the entire culture of the nation.
From India, Pune
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