Consequently, when they encounter a new problem or decision they must make, they react with a decision that seemed to work before.
It's easy with this approach to get stuck in a circle of solving the same problem over and over again.
It's critical when collecting the ideas to not pass any judgment on the ideas -- just write them down as you hear them.
(A wonderful set of skills used to identify the underlying cause of issues is Systems Thinking.) A person with this preference often prefers using a comprehensive and logical approach similar to the guidelines in the above section.
Your role in the problem can greatly influence how you perceive the role of others.
For example, if you're very stressed out, it'll probably look like others are, too, or, you may resort too quickly to blaming and reprimanding others.
Note the difference between "important" and "urgent" problems.
Often, what we consider to be important problems to consider are really just urgent problems. For example, if you're continually answering "urgent" phone calls, then you've probably got a more "important" problem and that's to design a system that screens and prioritizes your phone calls.
The major disadvantage is that the approach often provides no clear frame of reference around which people can communicate, feel comfortable and measure progress toward solutions to problems.
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