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Brain booster
Your brain has tremendous capacity to handle complex challenges. But dealing with complexity uses up
more fuel more quickly than routine activities. There is such a thing as “brain food.” Your brain needs
glucose and oxygen when it works hard to make sense, make decisions, commit things to memory, and
analyze tough problems. This is why you may feel depleted after significant mental exertion. Give your
brain time to refuel. Plan to take a walk, have a brain-healthy snack such as fruit or nuts. Do your most
challenging work when you are well rested. Stay fresh and alert for critical tasks by setting aside other
things that may require your attention. The less a complex problem has to compete for brain resources,
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the more likely you will see clearly, be able to simplify, and see the way forward.

Tips to develop Manages complexity

1. Not sure where to start? Define the problem. For at least half the time allotted to deal with a
problem, shut off your solution machine and get clear about what needs fixing. You’d be in good
company—Einstein once said that if he had one hour to save the world, he’d spend 55 minutes
defining the problem and only 5 minutes finding the solution. Experts agree that rigor in problem
definition pays off in better solutions. So start by defining what the problem is and what it isn’t. Be as
clear and succinct as possible. Why is it important to solve? How would customers, stakeholders,
your organization benefit? Make a goal or write a desired outcome statement that describes what will
be better when the problem is solved. Keep in mind problem definition may not be a once-and-done
proposition. Complex issues evolve quickly, so revisit the problem definition over time to be sure
you’re still solving the right problem.

2. Things too vague? Gather relevant information. First, get organized. What information already
exists? What else do you need? Gather data on who, what, when, where, why, and how the problem
occurs. Is it sporadic or chronic? Mild or severe? Shine a light on the “FOG” by differentiating Facts,
Opinions, and Guesses. The team charged with finding a solution and those who will fund it need
something solid to go on. Be willing to hunt for useful information. It’s often scattered—in someone’s
head, in random spreadsheets, archived virtually. Some information is relevant and reliable, some is
noise. Sift through and find the good stuff, then supplement it with surveys, analytics, or field studies.
Whenever possible, observe the problem where it lives so you can see firsthand what’s at play. How
much is the right amount of information to gather? Weigh the potential benefit of knowing something
against the cost of finding it out. Learn to discern when enough really is enough.

3. Trouble getting at what’s under the surface? Drill down to root causes. A typical error in
problem-solving is to mistake a symptom (what shows up) for a cause (the underlying factor that
triggered it). Try root cause analysis tools like cause-and-effect diagrams to get some clarity. Or the
“5 Whys” that is prevalent in Lean manufacturing and in companies that use Six Sigma methods.
First, describe the problem statement. Then ask, “Why does this occur?” After the first answer, ask
“Why” again for a total of five times. See how many underlying causes you can come up with and how
many categories you can put them in. Then ask what they have in common and how they are
different. This increases the chance of a more creative solution because you can see more

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