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Apollo Root Cause Analysis
Effective
Solutions to Everyday Problems Every Time
by
Dean L. Gano
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| Jacket
Review |
| Apollo
Root Cause Analysis is about effective problem solving. It is truly
a new way of thinking that will ensure you find an effective solution to
almost any kind of problem. You will discover new communication
tools that are revolutionizing the way people all around the world think,
communicate, and make decisions together. This is a life-changing
book that will enable you and your organization to effectively communicate
without the usual conflicts. Apollo Root Cause Analysis creates a
common reality that everyone can see and understand. With this
common reality, communications become crystal clear for everyone
involved. Everyone can clearly see how the solutions will prevent recurrence,
are within their control, and will accomplish their goals and objectives.
Nothing
happens without a cause. You will learn more about the cause and
effect principle than has ever been documented before. Most notable
is the fact that every time we ask "why?" we should find at
least two causes, and when we continue to ask "why?" we discover
that there is an infinite set of causes limited only by our lack of
knowledge. By documenting these branched causes, we are able to
create a visual dialogue that ensure an effective solution every time.
You will learn why 70%
to 80% of the general population are ineffective problem solvers and why
conventional problem-solving methods don't work. You will also learn
the secrets of highly effective problem solvers.
What people are saying
about Apollo Root Cause Analysis:
"I like the way
you expanded my mind with a simple structured method, rather than trying
to change it."
"This will help
our self-directed work teams be much more effective."
I have three Ph.D.s, I
am 55 years old, and this is the best training I have ever had."
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| Table
of Contents |
| Introduction
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What this book is about.
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How to read this book.
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About the author.
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| Chapter
1: Set up to fail
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Problem solving.
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Typical problem-solving practices.
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Stopping too soon.
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The need to place blame.
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The root cause myth.
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The illusion of common sense and a single reality.
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Reality.
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Groovenation.
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Storytelling.
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Categorical thinking.
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Causes of ineffective problem-solving.
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Incomplete problem-solving.
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Unknown causal relationships.
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A focus on solutions.
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Set up to fail.
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References.
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| Chapter
2: Understanding the cause and effect principle.
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Characteristics of cause and effect.
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Cause and effect are the same thing.
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Cause and effects are part of an infinite continuum of causes.
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Each effect has at least two causes in the form of actions and conditions.
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An effect exists only if its causes exist at the same point in time and
space.
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Inside the cause and effect principle: Baby steps.
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Linear language, linear thinking.
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Stories start in the past.
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Stories are linear.
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Stories use inference to communicated causes.
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Understanding the cause and effect principle.
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| Chapter
3: Solving problems effectively using Apollo tools.
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Effective problem solving.
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Appreciative understanding.
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Effective tool set.
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Define the problem.
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Complete problem definition.
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What the problem definition is not.
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Create an Apollo cause and effect chart.
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Principles of creating an Apollo cause and effect chart.
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Putting together an Apollo cause and effect chart.
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Solving problems effectively using Apollo tools.
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| Chapter
4: Identifying effective solutions.
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Problem-solving press.
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Solution criteria.
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Effective solutions from Apollo charts.
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Solution guidelines.
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Solution killers.
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Creative solutions.
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Listen for the Laughter
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Rapid response method.
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The Gano rule.
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Yes-anding.
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Creative solutions example.
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References.
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| Chapter
5: Implementing solutions.
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Commitment to continuous improvement.
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Institutionalizing the process: the key is training.
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When to perform an analysis.
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Threshold criteria.
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Evidence preservation policy.
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Responsibilities defined.
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Simple reporting scheme.
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Corrective actions tracking program.
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Trending causes.
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Implementing solutions.
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| Chapter
6: Facilitating groups.
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Facilitation guidelines.
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Gather information.
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Define the problem.
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Create an Apollo cause and effect chart.
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Identify solutions.
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Conducting interviews.
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Pre-requisites for interviewing.
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Starting the interview.
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Aspects of the interview.
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Closing the interview.
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Dealing with personnel performance issues.
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Common traps.
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Consensus.
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Groupthink.
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Experts.
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Parochial mindset.
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Programmatic barrier.
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Denial.
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Time as a cause.
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Dealing with group interaction.
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The proverbial storyteller.
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The analytic.
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The non-participant.
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The participant.
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Facilitation guidelines: some Q&A
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Facilitating groups.
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References.
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| Chapter
7: A new way of thinking.
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A simple structured approach.
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Effective solutions to everyday problems every time.
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| Appendix:
Comparison of common root cause analysis methods.
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Categorization schemes.
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Causal relationship methods.
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Combinations.
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Other methods.
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References.
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| Glossary
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| Index
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| Acknowledgements
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