#identifying problems

So the past couple days I have wanted to drink again, nothing too tough to manage, but interesting because I am now able to identify a pattern in what makes me want to drink.

Since beginning to attempt sobriety, the most likely time for me to relapse is 1) right before my period and 2) when work has stressed me out and my anxiety is high.  Keeping in mind that for me, anxiety manifests as being incredibly frustrated with people and feeling like human touch/voices are unbearable at times, this makes it pretty understandable (to me at least) of why those are the times when I want to drink.  At first I wanted to drink at A LOT of times other than that, but all the other triggering moments are things that I have mostly been able to work through and now can talk myself down from regularly, to the point that some of them don’t make me want to drink at all anymore.  Which is awesome.  It’s awesome to see that progress in myself.

  It doesn’t help that I basically always have a weird sliver of existential angst going on, like a dull background noise, and that said angst gets waaaaaaaaaay worse when I am either experiencing active mentally ill states or hormonal.  I am afraid to take regular birth control because the last time I did it made my depression much worse and I gained a lot of weight, but I am considering talking to my doctor about one of those arm-insert birth control things to limit my period, simply because it would make my quality of life better.  

Anyway, it’s good to know that at this point, I can pinpoint about 5-7 days a month where I will want to drink, and I can pretty much know in advance when they are going to happen because this is a regular cycle of my life.  That helps me prepare and make an action plan for how I am going to handle life those days in a sober, honest, and healthy way.

My friend/roommate reminded me today that behavior always is a function of seeking to meet a need, and therefore can be understood (we were talking about students/her clients).  I am no exception to that.  I am going to do some work on identifying what feeling is happening and what need I am trying to fulfill, when I want to get wasted during this time every month.  This weekend I am dog-sitting my favorite dog in the whole world so I will have some time with him and a safe space to just feel the feelings, journal, and talk aloud while I listen to the Killers and make emotional support tacos (TM) ((like regular tacos, but they support my emotions and fill me with healthy protein))

Solving problems starts with acknowledging those problems. If you truly believe that invisible problems surround you, you are far more likely to find ways to see them.

Put a Price Tag on Everything to Stop the Waste. Imagine if everything your company did had a price tag, stamped on every section of every report, telling you how much it cost, and on every record of every transaction. Putting a mental price tag on everything helps to place the focus on solving problems that matter.

“Value Engineer”Your Products to Eliminate What Your Customers Won’t Pay For. Value engineering is a powerful process used to discover and eliminate all of the elements in a product or service that customers do not value but that cost the company money. For example, when applied to a food product, value engineering can result in changes to various ingredients or packaging that save the company money while maintaining or even improving customer satisfaction.

Ask “Why?” Five Times to See the Real Problem. To understand how the world works, scientists are willing to ask, relentlessly and repeatedly, “Why?” Force yourself to ask why until the person you’re asking says,“I don’t know.”This usually happens by the fifth why. Then find the answer. That is when you will make real progress toward finding the right problem to solve.

Ask “How Do We Know That Is True?” Much of what people believe they know just is not so. Ask this question even when you do not think it is necessary. Asking it will quickly go from being awkward to feeling very natural. Don’t be satisfied with anything less than fact-based information.

Tag It to Bag It: Name a Problem to Help Everyone See It. Waste often masquerades as work. It takes practice to see this waste. A good way to help your team see it is to have them give names to different kinds of waste. Then ask your team to look routinely for those sources of waste by name.

Turn Metrics Upside Down. Try reversing your metrics, and start focusing everyone’s attention on solving the problems that remain rather than success achieved: Focus on the 10% dissatisfaction rate, the 65% unserved market share, and the 7% of projects not completed on or ahead of time and budget. Accentuate the negative!

The 80/20 Rule. Undertake an 80/20 analysis to identify the small set of causes that lead to a large portion of the effect. You can dramatically reduce the number of problems you need to solve while still gaining large benefits.

Find Quick-and-Dirty Data to Get Refined Results. Many managers feel they are limited to the data their systems provide. Do not let that be an excuse. Know what you want to measure. Then find a way to get the information you need.

Benchmarking Is a Mistake. Benchmarking supposedly works by knocking down your resistance to change, by compelling you with hard facts that someone else is performing better, which then motivates you to find the specific actions someone else is doing that you should be adopting. Benchmarking is usually a complete waste of time, because invariably no one is doing exactly what you are doing. The measurements are not comparing apples to apples.

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“Problem solving is the purpose of any organization” -- Karen Martin

Oftentimes, organizations choose to label problems as opportunities. They view the word ‘problem’ as being negative, so they hypothesize that by switching words and using ‘opportunity’ instead, they will create a more positive environment that motivates employees to take action. However, in our experience, framing problems as ‘opportunities’ actually slows the rate of improvement. We believe a problem should be called a ‘problem’.

What is the problem with using the word ‘problem’?

The word ‘problem’ carries with it a negative connotation. Problems are deemed as inherently bad within the workplace and can become vilified. Employees may dread identifying problems because they fear a ‘shooting the messenger’ mentality. Because of this fear and negativity, organizations utilize the word ‘opportunity’ to eliminate the baggage associated with ‘problems’. Our position is that rather than dwelling on the number of problems, organizations should focus on problem solving.

What is the problem with using the word ‘opportunity’?

The word ‘opportunity’ has a more positive vibe, however it fails to impart a sense of urgency. An opportunity is something that knocks on your door and offers you a possibility. You may choose to pursue it or not, depending on how busy you are and how intriguing it is. By contrast, calling something a ‘problem’ changes the perspective. Problems should be fixed as soon as possible, before they occur again. Addressing them is not an option.

Concentrate on problem solving not problems

Taking things a step further, we believe the use of the word ‘opportunity’ is a symptom of an organization not having the proper perspective when it comes to continuous improvement. Organizations should not obsess over the number of problems occurring, but should instead transition their focus to the number of problems resolved. This seemingly subtle shift removes much of the negative connotations related to the word ‘problem’. Problem solving is about continually improving and making things better. Solving problems is a positive experience that people take pride in being a part of.

Of course, problems cannot be addressed until they’re first identified. Lean’s fundamental tenet of visual management serves this purpose by making problems readily visible to everyone, creating a positive tension that drives the need for rapid problem solving. Lean cultures don’t view problems as negatives, instead they are valued because they show when and where problem solving should occur to drive the most benefit.

Lessons Learned