Diagnosing the Problems 3）诊断问题

You will be much more effective if you focus on diagnosis and design rather than jumping to solutions.

起直接跳到解决 案，关注问题的诊断与解决 案的设计会有效得多。

It is a very common mistake for people to move directly from identifying a tough problem to a proposed solution in a nanosecond without spending the hours required to properly diagnose and design a solution. This typically yields bad decisions that don’t alleviate the problem. Diagnosing and designing are what spark strategic thinking.

们常犯的 个错误就是，发现了难题就不假思索跳到解决 案了， 没有多花点时间对问题进 适当的诊断并设计解决 案。这 样通常会产 不明智的决策，解决不了问题。诊断问题与 案设计才是具有战略性思维的源泉。

You must be calm and logical.

定要冷静，保持清晰的逻辑。

Root causes, like principles, are things that manifest themselves over and over again as the deep- seated reasons behind the actions that cause problems. So you will get many everlasting dividends if you can find them and properly deal with them.

同原则 样，问题的根本原因是导致问题产 背后反复出现的深层因素。若能找到根本原因并能妥善解决，你就会得到源源不 断的回报。

It is important to distinguish root causes from proximate causes. Proximate causes typically are the actions or lack of actions that lead to problems—e.g., “I missed the train because I didn’t check the train schedule.” So proximate causes are typically described via verbs. Root causes are the deeper reasons behind the proximate cause: “I didn’t check the schedule because I am forgetful”—a root cause. Root causes are typically described with adjectives, usually

characteristics about what the person is like that lead them to an action or an inaction.

区分“根本原因”和“直接原因”很重要。直接原因是导致问题产 的 为或 为缺失。例如：我错过了 是因为我没查看列 时刻 表。直接原因 般是由动词描述的；根本原因是直接原因背后的深层次原因。 如，我没查看列 时刻表是因为我健忘。这才是

根本原因。根本原因 般是由形容词描述的，通常是描述 个 动或不 动的性格特点。

Identifying the real root causes of your problems is essential because you can eliminate your problems only by removing their root causes. In other words, you must understand, accept, and successfully deal with reality in order to move toward your goals.

发现问题的根本原因 常重要，解决根本原因才能进 消除问题，换句话说，必只有理解、接受并顺利解决这些现实问题，才 能继续朝 标前 。

Recognizing and learning from one’s mistakes and the mistakes of others who affect outcomes is critical to eliminating problems.

要认识到，从 的错误中吸取教训，以及从对结果有影响的 的错误中吸取教训，都对消除问题 分关键。

Many problems are caused by people’s mistakes. But people often find it difficult to identify and accept their own mistakes.

Sometimes it’s because they’re blind to them, but more often it’s because ego and shortsightedness make discovering their mistakes and weaknesses painful. Because people are often upset when their mistakes are pointed out to them, most people are reluctant to point out mistakes in others. As a result, an objective diagnosis of problems arising from people’s mistakes is often missing and personal evolution is stunted. (As I mentioned in the last chapter, most learning comes from making mistakes and experiencing the pain of them—e.g., putting your hand on a hot stove—and adapting.) It is at this stage that most people fail to progress.More than anything else, what differentiates peoplewho live up to their potential from those who don’t is a willingness to look at themselves and others objectively.

很多问题源于 们犯错，但 们经常很难发现并接受 的错误，有时是因为他们对之视 不 ，但更多时候是因为 负和缺乏远

致使发现错误与缺点会令 感到痛苦。因为被当 指出错误， 家往往会不悦， 多数 也不愿意当着别 的 指出对 的错误。从 常常错失对错误中出现的问题的客观诊断，个 进化受阻。我上 章说过， 多数学习源 犯错与经历痛苦，例如，把你的 放

炉上烤，最后就形成对环境的适应。这个步骤是 多数 前功尽弃的地 。能开发 潜能的 与别 的不同就在于能否客观看待

和他 。

I call the pain that comes from looking at yourself and others objectively “growing pains,” because it is the pain that accompanies personal growth. No pain, no gain. Of course, anyone who really understands that no one is perfect and that these discoveries are essential for personal growth finds that these discoveries elicit “growing pleasures.” But it seems to be in our nature to overly focus on short-term gratification rather than long-term satisfaction—on first-order rather than second-or third-second-order consequences—so the connection between this behavisecond-or and the rewards it brings doesn’t come naturally.

However, if you can make this connection, such moments will begin to elicit pleasure rather than pain. It is similar to how exercise eventually becomes pleasurable for people who hardwire the connection between exercise and its benefits.

客观审视 或他 带来的痛苦我称为“成 的痛苦”，因为这种痛苦是伴随个 成 的。 分耕耘 分收获。当有 真正理解世上

完 ，对错误的发现对个 成 是 关重要的，就会明 这些发现带来的“成 的喜悦”。我们的天性使然，似乎更过于关注短期满意 度， 不关注 期满意度，更关注 级效应， 不考虑 、三级效应。所以 为与回报之间的联系显得不那么 然，其实只要你建

这种关联，就能引出愉悦 痛苦，这好 健 者将运动和健 益处直接关联，锻炼最终变成 件乐事。

Remember that:

记住：

Pain + Reflection = Progress

+反思=进步

Much as you might wish this were not so, this is a reality that you should just accept and deal with. There is no getting around the fact that achieving success requires getting at the root causes of all important problems, and people’s mistakes and weaknesses are sometimes the root causes.So to be successful,you must be willing to look at your own behavior and the behavior of others as possible causes of problems.

尽管这可能与你期望的不 样，但这就是你必须接受和应对的现实。 法回避的现实是，想成功，就要找出所有主要问题的根

本原因， 们犯的错和缺点有时就是根本原因。所以要想成功， 定要愿意观察 和他 的 为，这些可能是产 问题的原因。

Of course, some problems aren’t caused by people making mistakes. For example, if lightning strikes, it causes problems that have nothing to do with human error. All problems need to be well-diagnosed before you decide what to do about them.

当然，有些问题不是因为 们犯错导致的，例如闪电产 的问题和 为过错 关，所有问题需仔细诊断后再决定如何应对。

The most important qualities for successfully diagnosing problems are logic, the ability to see multiple possibilities, and the willingness to touch people’s nerves to overcome the ego barriers that stand in the way of truth.

成功诊断问题所需的主要特质包括：逻辑、发现多重可能性的能 、愿意帮助他 克服追寻真理时的 我设障情绪。

For a more detailed explanation of diagnosing problems, please read My Management Principles.

想要了解更多关于诊断问题的内容，可以阅读第三章，我的管理原则。

In diagnosing problems, how willing are you to “touch the nerve” (i.e., discuss your and others possible mistakes and weaknesses with them)?

诊断问题时，你敢不敢触碰敏感问题？（和他们讨论 或他 可能的错误和缺点）

Are you willing to get at root causes, like what people are like?

你愿意探寻根本原因吗？ 如去了解 们的真实情况？

Are you good at seeing the patterns and synthesizing them into diagnoses of root causes?

你善于扮演观察者的 ，并融 到根本原因的诊断中去吗?

4) Designing the Plan (Determining the Solutions)