Understand that diagnosis is foundational to both progress and quality relationships.
Source: Ray Dalio's Book Principles
Keep in mind that diagnoses should produce outcomes.
Remember that if you have the same people doing the same things, you should expect the same results. Source: Ray Dalio's Book Principles
Use the following “drill-down” technique to gain an 80/20 understanding of a department or sub-department that is having problems.
Source: Ray Dalio's Book Principles
Maintain an emerging synthesis by diagnosing continuously.
Source: Ray Dalio's Book Principles
Diagnose Problems to Get at Their Root Causes 12.1 To diagnose well, ask the following questions: 1. Is the outcome good or bad? 2. Who is responsible for the outcome? 3. If the outcome is bad, is the Responsible Party incapable and/or is the design bad?
1. Ask yourself: “Who should do what differently?” 2. Identify at which step in the 5-Step Process the failure occurred. 3.Identify the principles that were violated. 4. Avoid Monday morning quarterbacking. 5. Don’t confuse the quality of someone’s circumstances with the quality
Be very specific about problems; don’t start with generalizations.
Avoid the anonymous “we” and “they,” because they mask personal responsibility. Source: Ray Dalio's Book Principles
Don’t be afraid to fix the difficult things.
1. Understand that problems with good, planned solutions in place are completely different from those without such solutions. 2. Think of the problems you perceive in a machinelike way. Source: Ray Dalio's Book Principles
Design and oversee a machine to perceive whether things are good enough or not good enough, or do it yourself.
1. Assign people the job of perceiving problems, give them time to investigate, and make sure they have independent reporting lines so that they can convey problems without any fear of recrimination. 2. Watch out for the “Frog in the Boiling Water
If you’re not worried, you need to worry—and if you’re worried, you don’t need to worry.
Source: Ray Dalio's Book Principles
Communicate the plan clearly and have clear metrics conveying whether you are progressing according to it.
Put things in perspective by going back before going forward. Source: Ray Dalio's Book Principles