When seeking to answer a question one key, first step is to assess what is already known. In this post Ray Poynter provides advice on 6 things to look out for.
Posted by Ray Poynter, 10 May 2018 In the Sherlock Holmes story ‘The Adventure of Silver Blaze’ the key to finding the story (i.e. the person who committed the crime) is the curious incident of the dog in the night. When the horse (the Silver Blaze) was being stolen, the dog in the stable yard did not bark, and that was what was curious. This clue led Holmes to deduce that the theft was an inside job; conducted by somebody the dog already knew. Over the years, I have found the ‘dog that did not bark’ idea to be a useful tool when trying to find key messages and stories from a set of information. Thinking about what has not been said by research participants can be as revealing as what has been said. When analyzing the data, ask yourself what is not there? Consider the following examples: You read some references for a new employee, and they all stress team player, effort, innovative and cheerfulness. But none of the references address quality of work or accuracy – so perhaps the person’s work is not great – something you need to check. You look at a set of NPS data […]
To read the Japanese version of this post (from Mr Ryota Sano) click here. Posted by Ray Poynter, 19 April 2018 On the flight back from Australia to the UK, I read Evette Cordy’s new book Cultivating Curiosity: How to unearth your most valuable problem to inspire growth. I definitely recommend this book to anybody who wants to solve problems, help clients, grow their role at work, and/or get more stuff done. I do have some quibbles with a few of the observations and recommendations, but between the quibbles, there are large slabs of really useful pages, which provide a mix of broad philosophy and detailed suggestions for improving the way you work. The main thrust of the book (in my eyes) relates to the need to properly identify problems. For example, ensuring that you are actually tackling the main/underlying problem, that you have properly understood what is needed, and you have correctly assessed the context. The book identifies several problems, with the two key ones being: Starting the process by looking for solutions – which prevents time being spent on problem finding. Assuming things – for example assuming that we know what customers need, or that the solution has to […]