Persona MCP

# Problem-Solving Methods - Comprehensive Guide ## Structured Problem-Solving ### A3 Problem Solving (Toyota) ``` ┌─────────────────────────────────────────────────────┐ │ A3 REPORT │ ├─────────────────────────────────────────────────────┤ │ TITLE: [Problem Name] DATE: │ │ OWNER: TEAM: │ ├─────────────────────────┬───────────────────────────┤ │ 1. BACKGROUND │ 5. COUNTERMEASURES │ │ │ │ │ Why is this important? │ What will we do? │ │ Business context │ Action items │ │ │ │ ├─────────────────────────┼───────────────────────────┤ │ 2. CURRENT CONDITION │ 6. IMPLEMENTATION PLAN │ │ │ │ │ What is happening now? │ Who, what, when? │ │ Data and facts │ Timeline │ │ │ │ ├─────────────────────────┼───────────────────────────┤ │ 3. GOAL/TARGET │ 7. FOLLOW-UP │ │ │ │ │ What should happen? │ How will we track? │ │ Measurable target │ Review dates │ │ │ │ ├─────────────────────────┼───────────────────────────┤ │ 4. ROOT CAUSE ANALYSIS │ 8. RESULTS │ │ │ │ │ Why is this happening? │ What happened? │ │ 5 Whys / Fishbone │ Lessons learned │ │ │ │ └─────────────────────────┴───────────────────────────┘ ``` ### 8D Problem Solving ``` D0: PREPARE ├── Define symptom ├── Form team └── Emergency response actions D1: ESTABLISH TEAM ├── Select cross-functional members ├── Define roles └── Team charter D2: DESCRIBE PROBLEM ├── What, where, when, how big ├── Is/Is Not analysis └── Problem statement D3: CONTAIN PROBLEM ├── Implement interim containment ├── Verify effectiveness └── Protect customer D4: IDENTIFY ROOT CAUSE ├── Compare theories to facts ├── Test possible causes └── Identify escape point D5: DEVELOP CORRECTIVE ACTIONS ├── Verify actions address root cause ├── No new problems introduced └── Define success criteria D6: IMPLEMENT & VALIDATE ├── Execute permanent actions ├── Remove containment └── Monitor effectiveness D7: PREVENT RECURRENCE ├── Modify systems ├── Update procedures └── Share lessons learned D8: CONGRATULATE TEAM ├── Recognize contributions ├── Document lessons └── Close investigation ``` --- ## Creative Problem-Solving ### Design Thinking Process ``` ┌─────────────────────────────────────────┐ │ DESIGN THINKING │ └─────────────────────────────────────────┘ EMPATHIZE DEFINE IDEATE ┌─────────┐ ┌─────────┐ ┌─────────┐ │ Observe │───►│ Insights│───►│ Brainstorm│ │ Interview│ │ POV │ │ Generate │ │ Immerse │ │ HMW │ │ Options │ └─────────┘ └─────────┘ └─────────┘ │ ┌──────────────┘ ▼ ┌─────────┐ ┌─────────┐ │Prototype│───►│ Test │ │ Build │ │ Learn │ │ Quick │ │ Iterate │ └─────────┘ └─────────┘ PROTOTYPE TEST KEY TOOLS: - Empathy Maps - Persona Development - Journey Maps - "How Might We" Questions - Crazy 8s Sketching - Storyboarding - Paper Prototypes ``` ### SCAMPER Technique ``` S - SUBSTITUTE What can be substituted? "What if we used X instead of Y?" C - COMBINE What can be combined? "What if we merged A and B?" A - ADAPT What can be adapted? "What if we applied this from another industry?" M - MODIFY/MAGNIFY/MINIMIZE What can be changed? "What if we made it bigger/smaller/different?" P - PUT TO OTHER USES What else can it be used for? "What other applications are possible?" E - ELIMINATE What can be removed? "What if we removed this component?" R - REARRANGE/REVERSE What can be reorganized? "What if we reversed the order?" EXAMPLE - Improving a Backpack: S: Substitute fabric with recycled ocean plastic C: Combine with solar panel for charging A: Adapt anti-theft features from luggage M: Make it expandable P: Use as emergency flotation device E: Eliminate unnecessary pockets R: Reverse opening (top to bottom) ``` ### Six Thinking Hats ``` ┌─────────────────────────────────────────────────────┐ │ SIX THINKING HATS │ ├─────────────────────────────────────────────────────┤ │ │ │ WHITE HAT - Facts & Information │ │ "What data do we have? What do we need?" │ │ │ │ RED HAT - Emotions & Intuition │ │ "What's my gut feeling? What are my concerns?" │ │ │ │ BLACK HAT - Caution & Critical │ │ "What could go wrong? What are the risks?" │ │ │ │ YELLOW HAT - Benefits & Optimism │ │ "What's good about this? What are the benefits?" │ │ │ │ GREEN HAT - Creativity & Ideas │ │ "What alternatives exist? What's possible?" │ │ │ │ BLUE HAT - Process & Control │ │ "What's next? How do we organize thinking?" │ │ │ └─────────────────────────────────────────────────────┘ MEETING SEQUENCE: 1. Blue: Set agenda and goals 2. White: Review facts 3. Green: Generate ideas 4. Yellow: Explore benefits 5. Black: Identify risks 6. Red: Gut check 7. Blue: Summarize and decide ``` --- ## Analytical Problem-Solving ### MECE Principle (Mutually Exclusive, Collectively Exhaustive) ``` MECE BREAKDOWN EXAMPLE: Revenue Decline ├── Volume-related │ ├── Customer acquisition down │ │ ├── Marketing effectiveness │ │ └── Sales performance │ └── Customer retention down │ ├── Product issues │ └── Service issues │ └── Price-related ├── Price cuts │ ├── Competitive pressure │ └── Promotional activity └── Mix shift ├── Channel mix └── Product mix TEST YOUR STRUCTURE: ✓ No overlaps (mutually exclusive) ✓ Nothing missing (collectively exhaustive) ✓ Same level of detail ✓ Logically grouped ``` ### Issue Tree ``` CORE QUESTION How can we increase profit by 20%? │ ┌──────────────┼──────────────┐ │ │ │ Increase Reduce Improve Revenue Costs Efficiency │ │ │ ┌─────┼─────┐ ┌────┼────┐ ┌────┼────┐ │ │ │ │ │ │ │ │ │ Price Volume Mix Fixed Var Process People Tech BUILDING AN ISSUE TREE: 1. Start with core question 2. Break into sub-questions (MECE) 3. Continue until actionable 4. Prioritize branches 5. Analyze priority branches deeply ``` ### Hypothesis-Driven Approach ``` TRADITIONAL: HYPOTHESIS-DRIVEN: Gather all data → Form hypothesis ↓ ↓ Analyze everything → Identify key tests ↓ ↓ Draw conclusions → Gather targeted data ↓ Confirm or revise HYPOTHESIS STRUCTURE: "We believe [hypothesis] because [rationale]. We will know this is true if [test/evidence]." EXAMPLE: "We believe customer churn is driven by poor onboarding because 60% of churned customers never completed setup. We will know this is true if improving onboarding reduces 30-day churn by 20%." HYPOTHESIS TESTING: 1. State hypothesis clearly 2. Identify data needed to test 3. Define success criteria 4. Run smallest viable test 5. Analyze results 6. Confirm, revise, or reject ``` --- ## Collaborative Problem-Solving ### Nominal Group Technique ``` PROCESS: 1. SILENT GENERATION (10 min) ├── Write ideas individually ├── No discussion └── Quantity over quality 2. ROUND-ROBIN SHARING (15 min) ├── One idea per person per round ├── Record all ideas visible └── No evaluation yet 3. CLARIFICATION (10 min) ├── Questions for understanding only ├── No debate or evaluation └── Ensure all understand each idea 4. VOTING/RANKING (10 min) ├── Each person ranks top 5 ├── Weight: 5 points to best, 1 to 5th └── Tally scores 5. DISCUSSION (15 min) ├── Review top-ranked items ├── Look for themes └── Build on popular ideas ADVANTAGES: ✓ Equal participation ✓ Reduces groupthink ✓ Efficient use of time ✓ Clear prioritization ``` ### World Café ``` SETUP: ┌─────┐ ┌─────┐ ┌─────┐ ┌─────┐ │Table│ │Table│ │Table│ │Table│ │ 1 │ │ 2 │ │ 3 │ │ 4 │ └─────┘ └─────┘ └─────┘ └─────┘ Each table: 4-5 people + 1 host PROCESS: Round 1 (20 min): Discuss question at table Round 2 (20 min): Move to new table (host stays) Build on previous insights Round 3 (20 min): Move again Synthesize patterns Harvest (20 min): Share key insights to full group SAMPLE QUESTIONS: Table 1: "What's working well?" Table 2: "What needs to change?" Table 3: "What opportunities exist?" Table 4: "What resources do we need?" TIPS: - Encourage drawing and writing on tablecloths - Host summarizes for newcomers - Build on what came before - Look for cross-table patterns ``` ### Lightning Decision Jam ``` TIME: 45-60 minutes GROUP: 4-8 people AGENDA: 1. PROBLEMS (7 min) - Write problems on sticky notes - One problem per note - Post all on board 2. PRIORITIZE PROBLEMS (4 min) - Each person votes (dots) - 3 votes per person - Select top problem 3. REFRAME (3 min) - Turn problem into "How might we..." - HMW improve onboarding experience? 4. SOLUTIONS (7 min) - Write solution ideas - One idea per sticky note - No discussion, silent work 5. PRIORITIZE SOLUTIONS (6 min) - Impact vs. Effort matrix - Plot all solutions - Identify quick wins 6. ACTION ITEMS (8 min) - Top 3 solutions - Who will do what - By when 7. NEXT STEPS (5 min) - Assign owners - Set check-in date ``` --- ## Systems Thinking ### Causal Loop Diagrams ``` REINFORCING LOOP (R): BALANCING LOOP (B): More of one leads to System seeks equilibrium more of another Word of Mouth (R) Temperature Control (B) ┌────────────┐ ┌────────────┐ │ │ │ │ ▼ │ ▼ │ Customers ─────►Sales Temperature ───► Gap ▲ │ (actual) ◄────(desired) │ │ │ ▲ └────────────┘ │ │ more customers └── Heating ─┘ = more word of mouth higher temp = less = more customers heating needed NOTATION: ─────► Same direction (+ or S) ────►○ Opposite direction (- or O) (R) Reinforcing loop (B) Balancing loop DELAYS: Mark with || on arrow System response takes time ``` ### Systems Archetypes ``` 1. FIXES THAT FAIL Quick fix makes problem worse over time Example: Overtime to meet deadlines → Burnout → Lower productivity 2. SHIFTING THE BURDEN Address symptoms not causes Example: Pain medication instead of fixing underlying condition 3. LIMITS TO GROWTH Growth hits a constraint Example: Startup growth hits hiring capacity 4. SUCCESS TO THE SUCCESSFUL Winner takes all dynamics Example: Popular products get more investment 5. TRAGEDY OF THE COMMONS Individual benefit depletes shared resource Example: Overfishing 6. ESCALATION Competitive arms race Example: Price war between competitors SOLUTION APPROACH: 1. Identify which archetype applies 2. Find leverage points 3. Address systemic causes 4. Consider delays and feedback ``` ### Leverage Points (Donella Meadows) ``` INCREASING EFFECTIVENESS: 12. Constants, parameters (weakest) 11. Buffer sizes 10. Structure of stocks and flows 9. Delays 8. Negative feedback loops 7. Positive feedback loops 6. Information flows 5. Rules of the system 4. Power to change system structure 3. Goals of the system 2. Mindset/paradigm 1. Power to transcend paradigms (strongest) APPLICATION: Start by identifying highest leverage points Small change at high leverage = big impact Large change at low leverage = small impact ```