How to analyze that problem
Difference between problem & decision p. 114
Framing assumptions p. 120
- Disturbance not opportunity
- Cause - effect chain not network
- Fix root cause and others "automatically disappear"
Do not "get all the facts" p. 122
Quasi-experimental approach p. 127
- "Is" replaces "treatment group"
- "Is Not" replaces "control group"
-"Distinction/Change" replaces "experimental treatment"
Questions versus guesses
p. 117 Luane asks what the problem is, but the responses are guesses about the cause and cure.
p. 131 Peters (QC) phones to see when morning stacks were used up on each line.
(This could be calculated from information in previous chapter given that shift starts at 8 AM.)
p. 139 Polk (Production) phones engineering to ask about new alloy.
(Note the use of confirmation heuristic.)
(The original sabotage theory also motivated attempts at confirmation:
watching for acts of sabotage and thinking up more reasons workers might want to.)
Ecological Rationality vs. Ideal Rationality
On p. 140 Luane assumes her framing and assumptions are absolute truth and
advocates thoroughly analyzing every problem as if problems were "given"
not created, and as if time and mental energy were unlimited.