Structuring the problem analysis process. Analysis of situations from practice, examples of problem solving, research results building relationships in personal life

It is necessary to analyze the problem according to the standard scheme:

For the last two steps of this process, summarizing data and suggesting recommendations, to be effective, the information gathering process must help discover logically related facts. However, in practice, all the information available on a given subject is usually collected in a row, and until all the facts and figures are obtained, their usefulness is not assessed.

This approach entails additional work. It will be more effective if you develop a research model and a logical tree structure that allows you to determine the sequence of reasoning. Thus, you will not only make the decision-making process more efficient, but also simplify the process of building a pyramid of your thoughts.

In this chapter, I will try to talk about the advantages of my proposed approach compared to the traditional one, as well as about alternative approaches.

Collection of information as a preparatory stage of the analysis

The methodology for collecting information originates from the time of the formation of consulting (1950-1960s). At that time, consulting companies did not yet have enough knowledge about industries and companies, so the standard approach to studying a problem, regardless of its specifics, was the collection of data that made it possible to fully analyze the state of a company or industry.

1. To determine the key success factors in a particular industry, the following were studied:

• market characteristics;
• price level, costs and investment volumes;
• technological requirements;
• industry structure and level of profitability.

2. To assess the strengths and weaknesses of the client, the following were studied:

• the position of the company in the market and its sales volumes;
• level of technological development of the company;
• cost structure;
• financial indicators.

3. The client's performance was compared to the industry's key success factors.

The number of facts collected exceeded all reasonable limits, and at the same time it was impossible to draw specific conclusions on their basis. One of the leading consulting companies calculated that 60% of all the information collected was not necessary. The consultants provided too many "interesting" facts and diagrams that had nothing to do with the company's problem. Often the information collected was incomplete, preventing proper justification of the recommendations developed, and additional information had to be sought at the last minute. This made consulting services expensive and at the same time called into question their quality. But even if sufficient information was collected, it took a lot of effort and time to compile the final version of the report that would be understandable to the client. According to this approach, all collected facts were classified into the following groups: production, marketing, projection of further growth, problems, and so on.

But it is very difficult to draw conclusions using information grouped in this way. In order to structure it more clearly, over time, consulting companies decided to present it in the order in which it was assembled. As a result, new categories were identified: facts, conclusions, recommendations. But they can hardly be called more useful than the previous ones. In both cases, the collection of information took a long time, and the result was long boring documents, and the validity of the conclusions was doubtful.

Rising costs and unsatisfactory performance have forced consulting companies to abandon their old approaches to problem research. They realized that before they began to collect information, it was necessary to structure the process of analyzing the problem (this is how the best consulting companies work today). To some extent, this is an analogue of the classical scientific method, according to which it is necessary:

• make several alternative assumptions;
• develop a plan for conducting one or more experiments that will help to eliminate any hypotheses with a high degree of confidence;
• conduct an experiment to get an accurate result;
• Based on the results obtained, draw up a plan of action to solve the problem.

In other words, this approach allows you to imagine in advance quite possible reasons that explain the existence of the problem (this method is known as abduction and is described in Appendix A to this book), and direct your efforts to collect information that proves the correctness or falsity of the hypotheses put forward. Confident that their assumptions about the causes of the problem are correct, the consultants begin to develop constructive solutions to eliminate them.

“But how do you determine “probable causes”? - you object. "That's pure speculation!" Not at all. You must get them based on careful research. structures the area in which the problem arose. This will be the Starting Point of your problem definition model. To understand this structure, it is necessary to develop a suitable research model.

There are a large number of research models to help organize the analysis process, as well as many logical tree diagrams to simplify the development of recommendations. It is often difficult to discern the differences between the two methods. Therefore, they are combined under the general name "analytical methods" (or "methods of problem analysis"). However, I find it necessary to explain each method so that you know which one to use and in which situation.

Development of study models

The use of research models helps to visualize the processes taking place in the area in which the client has a problem, and to identify the elements and actions on which the analysis will be based. Let's take one very simple example. Let's say you have a headache. You don't know why it hurts, and therefore you don't know how to get rid of the pain. First, let's visually represent the possible causes of the problem.

Applying the MECE rule (Mutually Exclusive, Collectively Exhaustive), we get that the head can hurt for two reasons: either physiological or psychological. If physiological, then the headache can be caused by external or internal factors. If external, then you may have hit your head, or you have an allergy or reaction to the weather, etc.

There are only three methods of structuring information: dividing the system into components (structural sequence), determining the sequence of actions (chronological sequence) and division based on a classification feature (comparative sequence). When looking for the causes of a problem, you can use several methods at the same time.

So, in order to effectively analyze the problem, it is necessary to collect useful information. How to determine what information will be useful? To do this, you must create a study model in advance. By then formulating a yes or no question for each element of the model, you will determine what information should be collected. These data will serve as the basis for the analysis of the problem.

Structure visualization

Any sphere, any process has a clear structure. It is a system consisting of various elements, each of which performs its own function. If you draw on a piece of paper how the system works or should work, then the resulting drawing will help you determine the questions that you must answer in order to determine the causes of the problem.

On fig. Figure 1 shows the elements of marketing and implementation that enable a retailer to induce a consumer to purchase. It follows from the figure that the reasons for owning too little market share (P1) lie either in the fact that the consumer himself is not well aware of the need to purchase the product, or that the seller cannot convince him of such a need. It is therefore required to collect evidence in favor of one of these assumptions.

Rice. 1. Picture of the process structure

Another typical analytical technique is the study of business processes and key industry trends. Let us divide, for example, the industry into segments, as shown in Fig. 2, and determine the sales structure and competitiveness of each of them. The figure shows where added value is created, how costs change, where profits are generated, when profits depend on external factors, and when external capital is required. The figure also shows the control levers of the system, indicating the most vulnerable elements of the business that require special attention when analyzing the problem.

Rice. 2. Image of the structure of the industry

Depiction of cause and effect

The second method of studying the problem is to establish cause-and-effect relationships, tasks and actions that lead to the final result. The basis of this method is to display different levels of financial items, tasks or activities.

1. Financial structure. This approach can be used, for example, if necessary, to depict the financial structure of the company in order to establish the reasons for the low return on investment (P1). Consider the diagram shown in Fig. 3.

Rice. 3. Image of the financial structure of the company

2. Structure of tasks. The analysis of the most important tasks of the company requires a deeper and more precise approach. The whole complex of tasks is based on the financial structure of the company. When constructing the scheme, the initial element is the increase in the profitability of the stock, and all other elements are separate management tasks. To the resulting structure, elements of the income statement and balance sheet are added, which also represent certain tasks. The advantage of this approach is that when a problem is detected, the appropriate corrective action can be immediately identified. On fig. 4 shows the task structure of a tobacco company.

Rice. 4. Depicting the most important tasks of the company

Profit from sales, for example, is estimated as the difference between revenue and costs for production and sale (tobacco leaf, packaging material, etc.), as well as for advertising and promotion of goods. Each indicator is interpreted as a goal (increase net sales, reduce tobacco leaf consumption, etc.). Thus, we receive complete information about the main tasks of the company and can analyze the emerging trends, the interdependence of indicators, comparison with industry averages, which will allow us to determine methods for increasing the profitability of the stock.

3. Structure of actions. This approach helps to identify a set of activities leading to an undesirable end result, such as high costs or too long installation time (Figure 5). The goal is to visually represent all the reasons that can lead to an unsatisfactory result, and connect them together.

Rice. 5. Actions leading to an unsatisfactory result

For example, the installation of distribution telephone equipment includes work performed at the contractor's building and work performed by the contractor at the customer's premises. The elements of this process are the specialists who perform the work, the devices used, the equipment to be installed, the specialists who test the installed equipment, and the customer, who controls the results of the work at different stages. How is it all connected?

As you can see, the analysis should begin with finding out the reasons for the unsatisfactory result (for example, why the installation of equipment takes a long time). At the next level, it is necessary to list the alleged reasons, which should be mutually exclusive and exhaustive: lack of specialists working for the customer, too many hours per specialist, and a decrease in the level of responsibility.

Next, each cause must be broken down into sub-causes. How to explain the fact that specialists spend more time with the customer? Either they work more slowly there, or the work on site itself takes more time, or there have been unexpected delays. As a result, you will receive a complete list of questions that require complete information to analyze the problem. And your experience should tell you where to start.

Classification of possible causes of the problem

The third approach is to break down the alleged causes of the problem into groups. At the same time, it is recommended to single out subgroups within groups in order to more accurately determine the factors that need to be paid attention to. So, in fig. Figure 6 shows that the decline in store chain sales can be attributed to either fixed or variable factors. The analyst assumes that sales were affected by both groups of factors and tries to determine what information is needed to prove that: (a) the decline in sales is due to the fall in demand; b) the location of the stores does not meet the requirements of the market; c) the size of the stores is insufficient, and so on.

Rice. 6. Possible causes of the problem

Your task is to ensure that the selected groups of factors obey the MECE rule, that is, they are as complete as possible, and their elements mutually exclude each other. Based on these factors, you will determine the causes of the problem, and by answering yes or no questions, establish the reliability of these causes. Thus, you will get a scheme according to which the problem should be analyzed.

There is another way to classify the causes of a problem - a picture of the choice structure. This tree diagram is based on the previous one - a set of measures to discover the causes of an undesirable result. In this case, we sequentially display on the diagram groups of factors that represent the causes and sub-causes of the problem. Each group contains two factors. The factors are listed until the level at which the most accurate information about the causes of the problem is located is reached.

An example of such a consistent dichotomy is shown in Fig. 7. Inefficient sale of goods is due to the unsatisfactory work of either retailers or the main office. What can cause bad retail results? Maybe an unfortunate choice of stores? If so, then the reason for the inefficient sale of goods has been found. If the stores are chosen correctly, then perhaps you don’t visit them often enough? If everything is in order with the frequency of visits, then maybe you are doing something wrong during these visits? Etc.

Rice. 7. Image of the selection structure for all stages of the process

The secret of the selection scheme is to visualize the entire sequence of the process and depict it as a branching structure. Drawing up such a scheme reveals those elements of the system for which it is necessary to collect information for analysis and search for a solution to the problem.

A more detailed version of the choice structure is the sequential marketing structure depicted in Figure 1. 8. It is valuable in that all its elements are analyzed as scrupulously and consistently as possible.

Rice. 8. Image of the solution search sequence

If no problem is identified on any of the lines, it is necessary to check again whether the target group and the benefits of the product for the consumer are correctly identified.

Suppose that based on the analysis you have identified several indicators that indicate the inconsistency of your marketing policy with market requirements (inappropriate packaging, improper organization of an advertising campaign, incorrect promotion methods, infrequent use of the product by consumers). The flaws found on the left side of the diagram above should be fixed first (no point in persuading shoppers to use the product more often until you improve the promotion process, and no point in increasing promotion costs if the product is still advertised to the wrong group of buyers) .

Once you have developed a model for problem research, you have a great tool as a consultant to explain in detail to the client what is happening in his company. You can present him with the following facts:

• What is the structure (system) leading to the undesirable result P1 at the moment (that is, what is happening now).
• How the structure (system) functioned up to the present moment and what led to the undesirable result P1 that has developed at the moment (that is, what happened before).
• How should the structure (system) ideally look like in order for it to lead to the result P2 (that is, what exactly you must do to achieve your goals).

In the first and second cases, you can discover what changes are needed to build the ideal system. In the third case, you can identify the shortcomings of the existing system compared to the ideal one.

The key point of the research design is the right choice of questions that need to be answered “yes” or “no”. They allow you to unambiguously determine the involvement of a particular cause in the occurrence of a problem. The great advantage of these charts is also that they indicate in advance where your exploration ends.

This is the difference between exploration charts and decision algorithms and PERT charts, which only indicate the need for action (see Figure 9).

Rice. 9. The decision algorithm and the PERT chart only indicate the need for action.

Application of research models

Usually, when I explain research models, I am asked the question: “How do I know which models to develop in a given situation? And once a model is selected, how do you determine if all of its elements or just a part of them need to be studied?

This depends, of course, on how well you know the subject under analysis. The right solution will not appear by itself. It requires comprehensive knowledge in the field where you work, whether it is manufacturing, marketing or information systems.

The research model developed to analyze the problem is usually defined by the Initial Scene. On fig. Figure 10 describes a problem faced by the Information Systems Department (ISD) of Company X and the steps the consultant suggested to address the problem.

Rice. 10. Problem: with further growth, the DIS will not cope with its responsibilities

Client problem

The newly founded division of DIS is faced with a problem: the company's growth rate exceeds forecasts. Despite the introduction of new planning and control systems, the company was unable to keep up with orders and was in danger of failing to take advantage of market opportunities.

Wanting to make a difference, the company asked a consultant to come up with recommendations to improve production efficiency and improve productivity.

Since the problem lies in the low efficiency and productivity at the level of the shop floor, the reasons must be sought in the processes carried out specifically on the shop floor. Therefore, the research model should depict the overall picture of these activities and processes. The consultant decided to follow the general scheme of collecting information “to the maximum” and wrote in his proposal that he would collect and analyze the following data:

• projected growth rates;
• management tasks of DIS;
• information needs of management personnel;
• existing systems and procedures;
• areas with low performance, reasons for low performance;
• reasons for the inefficiency of the control system;
• methods for tracking inventory and discrepancies between actual and recorded stocks;
• degree of use of available resources.

If the consultant follows this pattern and proceeds to interview the employees of the company about each of its areas, then in the end he will receive a huge amount of data and will not even be able to determine what information is relevant to the problem being investigated and what is not.

If he starts by building a research model that depicts the structure of the company, he will be able to first understand what is happening and, second, make several assumptions about the causes of the problem. Knowing them, he will be able to start a targeted search for information that will confirm or refute his hypotheses.

Preparatory stage of the analysis process

On fig. 11. presents part of the scheme, which the consultant must follow when collecting information.

Rice. 11. Before you start searching for information, understand the organizational structure of the company

On the basis of this scheme, it is possible to put forward reasonable assumptions about the weaknesses of the company and formulate appropriate questions. For instance:

1. Data on orders and the time of their implementation - Does the company outperform its competitors in terms of lead times and meet deadlines?

2. Purchased goods - Are there delays or excessive costs in the procurement of raw materials, materials and components?

3. Availability of inventory- Is the required material often out of stock and does this affect production and production costs?

4. Availability of production facilities - Is there enough production capacity to meet what is planned?

5. Expenses for the information system - Is the existing control system equally effective for all areas of the company and are the costs associated with it justified?

6. Management personnel reports - Do the available reports on the state of production and the effectiveness of the use of human resources provide the necessary control system?

Now the consultant must collect information that will help him answer "yes" or "no" to each of the questions posed and determine whether the assumptions made are correct. He will, of course, want to gather as much information as possible from what was on his original list. But now he knows whether this information is relevant to the problem being analyzed and whether any additional data is required.

From a managerial point of view, it is very important that the consultant, before starting work, determines the source of each piece of information, appoints those responsible for its collection and calculates the time and financial costs. Then he will quickly and efficiently identify the causes of the problem and develop suitable recommendations for their elimination.

Building logical tree diagrams

Logical tree diagrams help you find alternative methods for solving a problem. As mentioned above, the ability to make the right decisions directly depends on the professionalism of the one who makes them. Specialists understand the essence of the problem and can offer unexpected solutions. Those who are not able to immediately understand the problem can use logical tree diagrams and develop possible solutions based on them.

Let's recap the steps of the sequential analytic process:

1. Is there a problem?

2. What is it?

3. Why does it exist?

4. What could we do?

5. What should we do?

In the second and third stages, you build a model of the existing system, using structural and cause-and-effect diagrams as auxiliary tools, which show how the company's divisions, its operations and tasks are combined into a single system. Steps 4 and 5 are where you consider what the system might look like. Here it is necessary to use logical tree diagrams that help to find possible solutions, as well as to determine their impact on the company if these solutions are implemented. These schemas can also be used to identify errors in already written documents.

Let's return to fig. 4, which presented the structure of the company's tasks. Let's assume that with this framework it was found that direct labor costs are too high.

To help the client figure out how to reduce costs, the consultant decided to use a logical tree to structure and present in a logical sequence mutually exclusive and exhaustive cost reduction opportunities. On fig. 12 shows part of this structure.

Rice. 12. Possible ways to reduce costs

And now let's try to understand the presented structure

1. Highlight the components of direct labor costs:

• preparation of materials for production;
• production of cigarettes;
• package;
• other.

2. Break down the cost of producing one cigarette into two components: a) cash costs per hour; b) the number of hours required to produce a million pieces of cigarettes:

3. Identify ways to reduce cash costs per hour:

• reduce the number of overtime hours;
• to attract cheaper labor force;
• cut premiums.

4. Identify ways to reduce the time to produce a million cigarettes:

• reduce the number of workers per production machine;
• increase the speed of production machines;
• improve the efficiency of production machines.

5. Go to the next level.

After logically possible solutions are structured, it is possible to start calculating the profit and assessing the risk of each of the proposed measures.

Logical tree diagrams can also be used to identify strategic opportunities. On fig. Figure 13 presents several strategic growth opportunities in a small European country and how they can be implemented.

Rice. 13. Image of the totality of realizable strategic opportunities

Analysis of the main issues

The process of developing study models and logical tree diagrams is often referred to by the same term "core question analysis". This is confusing, and many do not understand when to use research models and when to use logic diagrams. I will try to explain why there is such confusion.

background

As far as I remember, the first use of the term "major issues analysis" was in 1960 by McKinsey & Company consultants David Hertz and Carter Bales, who were doing research for the New York authorities. The method they developed for analyzing possible solutions, which allowed them to make conscious rational choices in difficult situations, was called the analysis of basic questions. This method could be applied if:

• a solution must be found as soon as possible (for example, how much subsidies the city should allocate to provide housing for middle-income families);
• several alternative solutions merited attention;
• it was necessary to take into account a large number of different variables and goals;
• the result could be evaluated according to several criteria, often contradicting each other;
• the measures taken could have had a significant impact on other areas where problems were imminent.

For example, there are different ways to provide housing for middle-income families (building housing in one place or in several). However, some of these methods may conflict with goals set in other areas (garbage disposal, air pollution). The method of analyzing the main issues just had to prioritize.

The key point in this method was the compilation of a consistent scheme of the process under study and the image at each stage of its main variables (VP) - external, economic, administrative and social factors influencing the process. Then assumptions were made about how each of the EPs would affect the process and how it would meet the set goals. As a result, a decision was made how to achieve the desired goal by changing the EP.

This method turned out to be too complicated and did not find proper application. But the depiction of the schemes of the process under study and the development of hypotheses have stuck in the memory of many, and now almost every analytical model is perceived as an “analysis of the main issues” and is considered an “important tool for decision making” and “an important method for the rapid and coordinated work of a group of specialists.” And since consultants work for different companies, the misunderstanding of this term has become quite common.

Model Misinterpretation

Perhaps there are firms that have learned how to effectively use the key question analysis model for decision making. Unfortunately, I don't know of any. Those models that I encountered were quite confusing. As an example, I will give the structure of the problem of one of the British retail banks.

And here's the "basic question analysis" plan that the consulting firm recommended for its people to use.

1. Start with the client's question (for example: "What should be our strategy in Europe?").

2. Formulate the main questions and sub-questions (implying the answer "yes" or "no").

3. Put forward your hypotheses on these questions (by answering them "yes" or "no").

4. Determine what information is needed to accurately answer the questions.

5. Appoint those responsible for collecting information.

As you can see, this approach is very similar to the one I touted above, but here it has several drawbacks.

Let's start with the first two points. The consultant is invited to formulate “main questions and sub-questions” on the basis of the “client's question”. But the main questions cannot be taken from the client's question (P2). They should be taken from the structure of the situation that led to the Undesired Outcome P1 (in our example, this is the essence of the client's business and its inconsistency with the structure of European retail banks). In addition, it is not clear how to assess whether the list of key issues is exhaustive.

Note also that the plan incorrectly indicates the relationship between the main questions and hypotheses. The formulation of hypotheses at the third stage does not make sense, since for the analysis it is not important whether they are confirmed. In other words, according to this plan, if your hypothesis confirms the main question, then this is the cause of the problem. But this is just a hypothesis. So you risk missing important moments. It is more correct to reason, operating only with the main questions and sub-questions, since they are fully represented on the analytical tree diagram.

All of the methods discussed in this part (problem definition, research model development, and logical tree diagramming) serve two functions.

First, they help develop a systematic approach to problem solving - which ensures that you focus on the client's real problem, find its causes, and that your solution is the right one.

Secondly, they greatly simplify the process of structuring and writing the final document, establishing its logic and allowing you to build a pyramid of reasoning.

In practice, consultants often put too much effort into writing a report, but it still turns out to be incomprehensible to clients. And all because due attention is not paid to the logic of presentation.

1 Program evaluation-and-review technique ( English) is a method for evaluating and revising plans. Note. transl.

A rational decision is based not on the manager's intuition and past experience, but on an objective analysis of the conditions in which the organization operates at the moment and which are expected to take place in the future.

At the source of any solution is a problem situation that needs to be resolved. Therefore, one of the most important conditions for making the right decision is to analyze the situation and identify the problem.

Identification and analysis of problems is carried out in several stages (Fig. 6.2).

The first step towards solving a problem is its definition (or diagnosis), which is quite complete and correct. As they say, to formulate a problem correctly is half to solve it. The process begins with an analysis of the problem situation. Sources from which a manager can learn about the existence of a problem are a personal review of the situation, analysis of relevant information, public opinion, etc. The opinion of other managers and subordinates is also an important source when a problem is discovered.

Rice. 6.2.

A reasoned definition of the reasons for making a decision is very important. If the problem situation predicted to be solved is not analyzed deeply enough, the reasons for its occurrence are not established, then it is unlikely that the proper definition of both the subject of the problem situation and the time of decision making is unlikely.

Following the arrival of a signal about the occurrence of a problem, it is necessary to formulate and describe the problem situation in which it is to be solved as clearly as possible. In order for the description to be reliable, it is recommended to get answers before, as ancient philosophers advised, to the following questions: what, where, who, why, for what purpose and under what conditions? After obtaining the required information, one can form an unambiguous idea of ​​the essence of the problem situation, the main factors and conditions for its development, the relevance and urgency of solving the problem. Full clarity for the initial stage will be ensured regarding not only the economic, but also the social significance of the problem, expressed to the maximum extent possible in quantitative terms.

As a result of the analysis of the problem situation, the boundaries in which the symptoms of the problem manifest themselves are revealed - the so-called problem field. Symptoms of the existence of problems in the organization can be conflicts, failures, deviation of the actual state of the system from the planned one, deterioration of the situation compared to the previous period, weak growth in sales, labor productivity, a decrease in the quality of goods and services, etc. The study of the symptoms of the problem allows you to identify, describe and formulate the problem as a whole - without this it is impossible to delve into the details and make a decision.

Often the problem is not what it seems at first glance. A well-known specialist in the field of management P. Drucker notes that nothing can be more dangerous than the right solution to the wrong problem. As a rule, the wrong solution to the right problem can be corrected and corrected. If the results don't match your expectations, you'll soon know about it and realize that the decision was wrong.

But the right solution to the wrong problem is very difficult, if not impossible, to fix, because it is extremely difficult to identify. Effective decision makers have learned to start from the assumption that the problem will not really be what it first appears. After that, they do everything to realize the real problem.

How do people who make effective decisions identify the right problem? They ask the following questions:

• – What are we talking about?
• - What is typical for this situation?
• - What is the most important thing in this situation?

Such questions are not new, but they play a crucial role in defining the problem. To make sure you're solving the right problem, you need to look at the situation from every possible angle.

It is important to establish with acceptable accuracy how serious the reasons that caused the need to make a decision are, whether they arose by chance as a result of unforeseen circumstances or their appearance was expected, who was specifically involved in this.

The reasons that gave rise to a problem situation can be very diverse. To study them, you can use the scheme shown in Fig. 6.3.

Rice. 6.3.

To identify specific causes of problems, it is necessary to causal analysis, proceeding from the fact that changes in one element of the situation (cause) give rise to corresponding changes (consequences) in others.

The basis of the analysis is building a hierarchy ("trees" )problems based on the classification according to the following criteria:

• – in order of importance - the impact of the problem on the present and future of the organization;
• – magnitude – the number of people affected by the problems;
• – the magnitude of the risk – losses from possible undesirable consequences;
• – urgency – the importance of immediate problem solving; it is believed that up to 80% of emerging problems need to be solved immediately, 15% can be discussed, and 5% of problems do not require solutions at all;
• – structuredness - the ability to divide the problem into separate, but interconnected elements, which allows you to model the solution to the problem;
• – solution possibilities - it is believed that 25% of problems cannot be solved in principle; 15% cannot be solved under the given conditions; there are no obstacles to solve 10% of problems and this can be done at any time; 50% of problems are imaginary.

Based on the analysis, an assessment of the problem is made, i.e. the establishment of its scope, severity, degree of urgency, as well as an assessment of the amount of resources and means for its solution.

Bringing the assessment of the problem to its quantitative certainty (structuring) requires from managers not only knowledge and experience, but also talent, intuition, and a creative approach. The assessment of the problem ends with the formulation of the main tasks and the definition of the content of the work aimed at solving it. The tasks may include de-escalation of the situation; its complete change, when the problem ceases to exist as such, etc. At the same time, adjustments are made to the existing solution or a new one is developed (which requires much more effort and money).

The principal content of the analysis of the problem situation can be reduced to the following points: identifying the causes of the situation, determining the degree of its novelty and relationships with other problems, establishing a measure of the solvability of the problem, primarily from the standpoint of its information and resource support. Particular attention should be paid to predicting trends in the likely development of the problem in the future in order to exclude the possibility of a sudden occurrence of events that does not leave time for making a reasoned decision.

However, as experience shows, managers often suffer from an excess of information, including information that is not related to the problem under consideration. Therefore, it is important to see the difference between relevant and irrelevant information and be able to separate one from the other. Relevant information ( relevant - relevant) - this is data related only to the problem under consideration.

Medvedev A.N., Chief Auditor of CJSC "Audit BT", member of the Scientific and Expert Council of the Chamber of Tax Consultants, Ph.D.

Numerous publications are devoted to the topic of a business goal in tax legal relations, which, as a rule, are based on an analysis of the position of the highest judicial instances of the country, set out in the Resolution of the Plenum of the Supreme Arbitration Court of the Russian Federation of October 12, 2006 No. 53, as well as in the Rulings of the Constitutional Court of the Russian Federation of April 8, 2004 No. 169-O and dated June 4, 2007 No. 320-O-P.

The assessment of a reasonable business purpose in transactions is present in many tax disputes (see, in particular, the decisions of the Federal Antimonopoly Service of the Central District of October 22, 2007 in case No. A54-2571 / 06-C5, the Federal Antimonopoly Service of the Volga-Vyatka District of April 27, 2007 in case No. А79-4114/2006, Federal Antimonopoly Service of the Urals District dated October 29, 2007 No. Ф09-8821/07-С2 in case No. А07-27580/06, Federal Antimonopoly Service of the Moscow District dated August 2, 2007 in case No. КА- А40/3580-07 etc.)

Recall the legal position set out in the Ruling of the Constitutional Court of the Russian Federation of June 4, 2007 No. 320-O-P, which, in turn, referred to the position of the Plenum of the Supreme Arbitration Court of the Russian Federation in Resolution No. 53 of October 12, 2006 “On the assessment by arbitration courts of the validity receipt by the taxpayer of tax benefits":

— the reasonableness of the expenses taken into account when calculating the tax base should be assessed taking into account the circumstances indicating the intentions of the taxpayer to obtain an economic effect as a result of real entrepreneurial or other economic activity; at the same time, we are talking about the intentions and goals (orientation) of this activity, and not about its result; at the same time, the validity of obtaining a tax benefit cannot be made dependent on the efficiency of capital use;

- tax legislation does not use the concept of economic expediency and does not regulate the procedure and conditions for conducting financial and economic activities, and therefore the validity of expenses that reduce income received for tax purposes cannot be assessed in terms of their expediency, rationality, efficiency or the result obtained, - in By virtue of the principle of freedom of economic activity, the taxpayer carries out it independently at his own risk and has the right to independently and solely evaluate its effectiveness and expediency (let us pay attention to a kind of “Freudian clause”: in the documents of the two highest judicial instances of the country there is precisely this sequence: first, efficiency, and only then - expediency, while in life it happens the other way around: first, expediency is evaluated, and only then - the effectiveness and efficiency of the result obtained!);

- Judicial control is not intended to check the economic feasibility of decisions made by business entities that have independence and wide discretion in business, since due to the risky nature of such activities, there are objective limits in the ability of courts to identify the presence of business miscalculations in it.

Thus, the main condition for recognizing expenses as justified is the direction of the expenses incurred to generate income. And if there is no income, then what?

• What is a "goal"?

According to the Dictionary of the Russian Language by S.I. Ozhegov, the word "goal" has two meanings:

- the place in which you need to get when shooting;

- an object of desire.

Let's start with the first meaning of this word and give one instructive story.

In February 2004, during the large-scale military exercises "Safety-2004", it was planned to launch a ballistic missile from the Barents Sea, which was supposed to hit a target in Kamchatka. The President of Russia watched the launch of missiles from the navigation bridge of the Arkhangelsk nuclear submarine. However, the rocket did not launch because the rocket did not leave the missile silo of the Novomoskovsk nuclear submarine.

What do the military do in this situation?

Do they admit that the launch was thwarted, and the target was not hit?

Nothing like this! You don't know our admirals well!

If the goal is not achieved, then what do the military do?

Adjust the goal, bringing it to the result!

The rocket didn't come out of the mine? So that was the goal! And the rocket did not come out because "the satellite blocked the signal to launch rockets"! Then the military corrected the target again and stated that a "conditional launch - an electronic launch of a missile without a practical exit of the missile from the mine" was carried out.

Curiously, what then was the Supreme Commander-in-Chief watching from the navigation bridge of the nuclear submarine? For a "conditional launch"? Or for blocking the launch from the satellite?

Nevertheless, the military reported on the achievement of the goal, adjusting the goal to the result.

The above example quite logically fits into the logic of the Definition of the Constitutional Court of the Russian Federation No. 320-O-P: first, efficiency is evaluated, and only then expediency.

• Unproductive (from the point of view of tax authorities) business trip.

Now let's move from naval life to civilian life.

Suppose an employee of an organization was sent on a business trip to conclude a contract. In the order for a business trip and in the travel certificate, it is so directly stated: "The purpose of the business trip is to conclude an agreement."

And what do you order to do if the contract was not concluded during the business trip?

To admit to the inefficiency of the business trip and, as a result, to the groundlessness of expenses?

And that's exactly what the tax authorities think.

And you can, using naval experience, first evaluate the result, and based on this, adjust the goal. And even better - initially set a goal so big that it was impossible not to hit it (for this, no specifics are needed in the purpose of the trip - just write a phrase like "to solve production issues" - and what issues will actually be resolved, those become both a result and a goal).

Example 1

During the tax audit, it was found that the taxpayer included in the expenses the costs of the employee's business trip to Frankfurt. The Tax Inspectorate believes that these costs are economically unjustified, since the deal was not concluded as a result of the negotiations.

The taxpayer defended in court the economic justification of the disputed costs, since as a result of the business trip business ties were established with German partners and an agreement was reached on the possibility of cooperation.

Decree of the Federal Antimonopoly Service of the Northwestern District

So, in the case under consideration, the business goal (and the result at the same time!) Was not the conclusion of a deal (since the contract was not concluded!), but the establishment of business ties with German partners, the establishment of personal contacts, the achievement of an agreement in principle on the possibility of cooperation!

• What is the business purpose of hiring an intermediary?

Quite often, tax authorities make claims to taxpayers if they purchase inventory items through an intermediary. The taxpayer's argument usually boils down to the following:

- could buy directly from the manufacturer, but artificially created a "scheme";

- purchase through an intermediary cost more, as a result of which the deduction of input VAT also increased, which was the goal of the taxpayer.

Example 2

The tax authority concluded that the production and business operations were unfair and the economic inexpediency of transactions for the sale of goods under the scheme of CJSC OMHAS - LLC OMHAS-M - CJSC OMHAS, since it would be more profitable for CJSC OMHAS to obtain the maximum economic effect purchase gas oil directly at the manufacturing plant OAO Nizhnekamsk Oil Refinery, or from ZAO Taif-NK, since, by resorting to the services of an intermediary ZAO Taif-NK - under a commission agreement, ZAO OMKhAS increased the actual production costs export goods by 275%, or 2.75 times.

Considering the tax dispute, the courts came to the conclusion that the calculation was unfounded, the methodology applied by the inspectorate was inconsistent with the provisions of the Instruction for planning, accounting and calculating the cost of production at oil refineries and petrochemical enterprises, approved by Order of the Ministry of Fuel and Energy of Russia dated November 17, 1998 N 371, according to which the cost of vacuum gas oil is determined as 0.9 of the base price of oil. The tax authority did not take into account that as a result of oil refining, a number of goods accompanying vacuum gas oil of various prices were obtained, which were subsequently sold and brought profit to the company.

In addition, the courts found that the purchase of gas oil from a subsidiary was due to necessity: the goods were not enough to sell to a foreign buyer. The contractual relations between these organizations are aimed at making a profit by the holding as a whole, there is a division of functions and sales markets between the companies: Omkhas-M LLC sells goods only on the domestic market, while Omkhas CJSC has an export license. Transactions with oil products made by Omkhas-M LLC are profitable, which is confirmed by the calculations presented in the case file.

These circumstances are reasonably regarded by the courts as excluding the influence of the interdependence of companies on the formation of transaction prices and contributing to their increase in order to recover VAT.

The argument of the tax authority that in order to obtain the maximum economic effect of OMKhAS CJSC it would be more profitable to purchase gas oil directly from TAIF-NK CJSC or directly from the Nizhnekamsk Oil Refinery OJSC manufacturing plant is untenable, since the tax authority did not provide evidence of the taxpayer has this option.

Decree of the Federal Antimonopoly Service of the Moscow District

Perhaps, in some cases, unscrupulous taxpayers practice such a scheme for the purpose of tax optimization, but how can conscientious taxpayers fight off such claims?

What was the business purpose of acquiring inventory items through an intermediary, if it could be purchased directly from the manufacturer?

Here is just one argument:

In paragraph 2 of the information letter of the Presidium of the Supreme Arbitration Court of the Russian Federation "Review of the resolution of disputes under the commission agreement" dated November 17, 2004 No. 85, it is explained:

“The counterparty in a transaction concluded with him by the commission agent on behalf of the committent does not have the right to claim against the committent, except in cases where the duties of the commission agent have been transferred to the committent by agreement on the transfer of debt or on the basis of law.

The closed joint-stock company (seller) filed a claim with an arbitration court against an individual entrepreneur (the first defendant) and a limited liability company (the second defendant) to recover jointly and severally the debt for the delivered goods.

Claims against the first defendant are based on a purchase and sale transaction concluded between him and the plaintiff. The claim against the second defendant was put forward in view of the commission agreement concluded between the defendants, in which the committent (second defendant) is obliged, on the basis of paragraph four of Article 1000 of the Civil Code of the Russian Federation, to release the commission agent (first defendant) from obligations to pay for the goods assumed by the first defendant in a sale and purchase transaction with the plaintiff .

The court satisfied the claim against the first defendant and dismissed the claim against the second defendant, indicating that the rule of paragraph four of Article 1000 of the Civil Code of the Russian Federation regulates internal relations between the committent and the commission agent and establishes the obligation of the committent, which can be performed in various ways, including by transferring to the committent debt of the commission agent to the plaintiff or direct repayment of this debt by the committent.

Since the commission agent concludes a transaction on his own behalf, he has the rights and obligations under this transaction in all cases without exception (paragraph two of paragraph 1 of Article 990 of the Civil Code of the Russian Federation). These rights and obligations may be transferred to the committent on the basis of Part 2 of Article 1002 of the Civil Code of the Russian Federation in the event of bankruptcy of the commission agent. In the present case, there was no such basis for the transfer of the duties of the first defendant to the second.

If the buyer directly concludes an agreement with the supplier, then all the risks arise directly from him!

If the buyer resorts to the services of an intermediary to purchase inventory items, then:

- on the one hand, the costs increase by the amount of the intermediary fee;

- on the other hand, all possible risks of this operation are reduced to almost zero, and possible claims (including raider ones) will be directed exclusively to an intermediary who has nothing to lose - in contrast to a buyer who has significant assets and a certain position in the market.

This is what it will be business purpose- reducing possible own risks when acquiring inventory items with their redistribution to an intermediary! And the increase in costs is only consequence, i.e. the necessary payment for reducing entrepreneurial risks!

Conclusions: So, in each specific case, it is necessary to formulate in writing the business goal for all expenses of the organization, without exception, so that the effect (result) obtained would correspond to the goal.

And it will not be shameful to take advantage of the rich experience of “people in uniform”, whose result always corresponds to the goal. They quite convincingly pass off even outright failure as their success!

So, for example, having discovered in Rosfinmonitoring information about a transaction in the amount of 1.3 billion US dollars, policemen trumpeted throughout the country that they had blocked the channel for withdrawing money abroad; however, later* it turned out that this information was erroneous - no one transferred money anywhere (and very few people have such money now), and the astronomical amount of 1.3 billion US dollars was taken by the Yaroslavl bank from the transaction passport! Nevertheless, police reports went through the authorities and now their compilers expect well-deserved awards, promotions and ranks ...

There are significant achievements in the activities of the IAEA, but there are also serious problems.

In October 2005, the IAEA and its Director General, Mohamed ElBaradei, were awarded the Nobel Peace Prize for their efforts to prevent the use of nuclear energy for military purposes and to ensure that it is used in the safest manner. This became an unconditional recognition of the success of this organization by the world community. Nevertheless, even these successes still raise many questions and doubts.

Positive results include the adoption of the "International Basic Safety Standards for Protection against Ionizing Radiation and the Safe Management of Radiation Sources", as well as the development and implementation of the "Model Project for Strengthening Radiation Protection Infrastructure". The main goal is to help participating countries organize their infrastructures in such a way as to improve the control of radioactive emissions. Both of these documents include special provisions related to the safety of radiation sources and the reliability of their handling.

The IAEA has developed an "Action Plan for the Safety of Radioactive Emissions", a "Classification of Radioactive Sources" and an international database in which radiation emissions are recorded. In addition, the Agency has organized a number of international conferences that have developed specific recommendations for the establishment of national inventories of radioactive sources, the decontamination of abandoned radioactive materials, and the prevention of the illegal use of nuclear and other radioactive materials.

Many international programs of the IAEA are aimed at the use of nuclear technologies in the interests of man:

• In densely populated Bangladesh, isotopes are being used to improve groundwater flow management and reduce the health impacts of arsenic pollution. Unsafe drinking water threatens the health of almost 60 million people (residents).
• Ethiopia, Brazil and Sri Lanka are successfully treating women with fatal breast and cervical cancer using radiotherapy equipment and staff provided by the IAEA programme.
• In the Philippines, the risks posed to marine consumers by toxic algae are being reduced by the use of IAEA-provided nuclear technology devices.

Perhaps the most significant achievement of the IAEA has been in assisting Member States with training, equipment and expertise to improve the safety of existing radioactive technologies. The Agency provided effective assistance in assessing the regulatory infrastructure for radiation protection in Member States.

On the whole, the IAEA copes quite effectively with the task of ensuring the technical side of nuclear security, but the situation is different with the achievement of the other two main goals of the organization: the nonproliferation of nuclear weapons and the transfer of technology.

The trend towards the spread of "peaceful" nuclear technologies, which is gaining momentum due to high prices for hydrocarbon energy carriers, has come into conflict with the IAEA's task of deterring or non-proliferation of nuclear weapons. The Agency actually turned out to be unable to provide effective control over the use of "peaceful" nuclear technologies. It has little to no working methods of "enforcing the peaceful" use of technology, as well as leverage on states seeking to acquire nuclear weapons. True, in its activities the Agency relies on the UN Security Council, which can decide on the imposition of international sanctions on the basis of IAEA reports. But the activity of the Security Council also turns out to be ineffective due to significant differences in the positions of its member countries.

One of the latest confirmations of this fact is the almost deadlocked negotiations with Iran. The stories of the military programs of Iraq, South Africa and North Korea are also good examples of this. Now the number of states that have gained access to nuclear technology and, on this basis, create their own nuclear weapons in circumvention of the Non-Proliferation Treaty, exceeds the number of official owners of nuclear weapons.

The inefficiency of this activity of the IAEA is connected not only with the internal contradiction between the fulfillment of the tasks of proliferation and non-proliferation of the same nuclear technologies, but also with insufficiently perfect methods for monitoring the production of fissile materials at power and research facilities.

The IAEA turned out to be unable to prevent the appearance of nuclear weapons in India, Pakistan, Israel, the Republic of South Africa, North Korea and the formation of a whole club of "threshold" countries - countries actively preparing to become nuclear. Disclosure in the early 1990s Iraq's covert nuclear weapons program prompted the IAEA to implement more stringent measures aimed at improving the detection of undeclared nuclear activities.

Reforming the IAEA is long overdue. Perhaps the function of transferring “peaceful” nuclear technologies should be excluded from its activities, since now the Agency has actually turned into one of the channels for the proliferation of nuclear weapons. But this conflicts with the global tasks of mankind to use the atom in the interests of progress.

Another possible direction of reform is connected with the increased danger of terrorist acts at nuclear facilities. The IAEA could make the security of such facilities one of the main directions of its policy.

In today's world, the task of stopping the proliferation of nuclear weapons while promoting the transfer of peaceful nuclear technologies runs counter to the logic of progress and is therefore difficult to achieve.

The IAEA is faced with a difficult choice of a modern development strategy: to continue to combine the transfer of nuclear technologies with control over the non-proliferation of nuclear weapons, or to choose a different path of development.

It may be necessary to share functions with another international structure in this area. The IAEA could focus its efforts on ensuring safety, and the transfer of technologies in the field of nuclear energy, as well as other alternative energy sources, would be handled by the existing UN International Energy Agency.

TASKS→ STEPS TO THE GOAL→ RESULTS REPORT

By the way, pay attention: this whole chain of six points is actually a repetition of the trinomial "problem - analysis - solution" twice, just the second time (as "tasks - steps towards the goal - report on the result") this trinomial is implemented on a lower , at a more specific level.

The developed ability to build one's activity according to this scheme is called purposeful action skills. So here it is

Problem lies in the fact that people do not live like this, do not have such a skill, or use it extremely narrowly.

A picture from life - your friend described the problem: “Here I have ...” (I don’t look like that, depression and other problems in my personal life). Are you waiting for what comes next? This was followed by the fact that in the next five minutes (that is, very briefly, you are very lucky) the same problem was described to you in the second circle.

Perhaps in slightly different words.

If you didn't respond,

that is, they did not nod their heads, asking sympathetic questions and sighing emotionally,

you will hear the same description for the third time...

Okay, in order to explore, you try to give a hint: “Yes, I understand. You have formulated the problem - and what's next? Your interlocutor's eyes glaze over, she is completely confused ...

If you are silent, after a minute you may sound uncertain: “Probably, you need to start working on yourself?” You hear that there is no real content behind these words, but it seems that this is the only thing your interlocutor can say on this topic.

Workshop

Over the next three days, note all situations when people state a problem in a conversation, and track how many times after that they asked themselves the question: “What to do now? How can it be solved?"

But the question is not rhetorical, not with a pained intonation “What to do?!”, when the eyes say that there is nothing to do and the problem is terrible, but the question is like a real, business question.

Having learned to track the transition from a problem to a solution (and more often, the absence of this transition) in the communication and life of the people around you, start tracking your communication, your thinking, your life.

You can make yourself a poster as an assistant:

So, problem is clear: people get stuck in problems. They suffer from problems, think about problems, get out of problems - and remain in problems. Having dealt with this, we accept -

Solution (set a common goal): rethink your way of life and rebuild with chewing-experiencing a relationship to a business relationship, building each individual activity and line of life according to the scheme:

Real data collection →

Analysis of the causes of difficulties, search for the roots of the problem →

Determining the direction of the solution, setting a common goal →

Formulation of specific tasks →

Prescribing a chain of real steps, setting specific goals

Next specific task: learn to do it in your business.

Yes, for starters! Then - in all other areas of your life.

Square of the main life spheres

If a person has learned to swim, he will swim in the river, and in the pool, and in the sea, because the ability to swim has a wide range of applications. Unfortunately, this is not the case with regard to the skill of competently building effective activities, and if a person has learned to consciously build the chain “problem - analysis - solution” in one area, this does not mean that he will be able to act just as expediently in the neighboring area. The skill of expedient action is a skill of a narrow range, and a person who competently sets himself and consistently achieves his goals in business may turn out to be quite illiterate and helpless in relationships with loved ones and loved ones.

More details allow you to understand this scheme, called in the Synthesis technology the square of the main life spheres.

See next page.

One pole of the horizontal axis of this square is “personal life”, the other is “business”, “business”. It is not easy to formulate where one begins and another ends in one's own life, but everyone understands the difference between these areas of life. On the other hand, it is understandably different subject area of ​​life from the area relations.

“Detail A is connected to detail B with a 4.0 threaded screw” is the subject area, and “Men, make peace!” - already from the field of relations.

Men are usually more capable in the world of objects, women - in the world of relationships.

So, as for men, they have the skill of competently building effective activities, as a skill of a narrow range, usually developed in the following sequence: 1 → 2 → 3 → 4. That is:

objective goals in business →

objective goals in personal life →

building relationships in business →

building relationships in your personal life

Business is a more objective environment than the area of ​​relationships, and perhaps that is why men are more willing to go there than women. On the other hand, a tough business environment quickly develops the skill of expedient action,

and if it doesn’t work out, a person automatically “falls out” of the business,

and already out of business men begin to carry it into sphere of personal life: become more organized, disciplined, consistent in everything. Life teaches.

But this only applies subject areas of life, because in the area relations for many years, many men remain essentially children. The ability to competently and consistently build relationships does not come to everyone and not soon, but if it comes, then again from the world of business. Responding to business requirements, men begin to not only appreciate relationships, but also consciously build them, teach themselves to be friends with “necessary” people, become more actors, more politicians, more prudent and flexible. The last "bastion" is personal life, relationships with friends, parents, wife and children: in this area, the ability to consciously set and consistently achieve goals is most difficult for men.

He comes home - he wants to relax and unwind. But at home - the child rushes about, the wife chirps, the mother called, the mother-in-law wants to talk - and he gives up, getting involved in life on their terms. He is not the owner of the house ... In order to have a good rest at home, he must first build all the household, but this, as a real task, does not even occur to him. He knows how to do it in business, but at home it is difficult for him.

Women, on the contrary, are great businessmen in their personal lives and in the sphere of relationships: flexible, artistic, helpless in time and wonderfully attractive, they almost always achieve their goals. What is usually lacking is awareness and consistency in achieving their goals, so their brilliant breakthroughs often alternate with terrible failures and depressions. However, business builds everyone, and if a woman in business is not just spinning, but has come into business, then the first area of ​​conscious and consistent application of the skill of expedient action becomes building business relationships.

Only one pattern can be confidently stated: for both men and women, the starting point for mastering the skill of expedient action is business, business relationships, and the most difficult peak is the circle of personal life, the area of ​​personal relationships. Respectively,

A versatile businessman is a person who, having learned to be successful, has transferred this skill to the sphere of personal relationships.

I agree. But, as an exception, it happens differently: in particular, it happened differently with me. Being something like a follower of Casanova in my distant turbulent youth, I learned not only to effectively seduce the representatives of the opposite sex (on the phone, so as not to waste time on a date), but in general to build my personal life as I see fit. (As commanded by a strong and confident girl Tatiana, who completed the full course of Sinton: "ALL ARE LINED!!!")

So, I first became effective and consistent in the field of personal relationships, and only then the acquired skills were transferred to business. To seduce a client into a contract over the phone, so that later at a meeting they only sign papers, you know, this is convenient.

Workshop

Compare the square of the main areas of life and your life. In what areas does your skill of purposeful action suit you, and what is your prospect? You can use the following questions:

1. Your business: goals defined? Ranked, brought into the system? Are ways and means thought out, reserves are tightened, priority matters are prescribed step by step, time management is established?

2. Your daily life: Do you know when you need to do the next renovation of the apartment, update the furniture, change the wallpaper, sharpen the knives? Have you set up time tracking? Money accounting? Do you have planned expenses for the next week, month, year?

3. Business relationship: Have you already mastered the techniques that allow you to be a leader? Friend? The soul of the company? Leader? Do you have a plan for acquiring useful contacts, developing the necessary communication skills, forming the details of your personal image?

4. Personal relationships: Do you have a clear policy that suits you in relation to friends, wife, children, relatives? Do you know what you will achieve and what kind of relationships you will build along these lines?

Teach children to run, wean them from yelling while crying, teach them to behave at the table; will you organize your wife in a fitness club, start a tradition of evening walks and wean you from solitaire at night?

Steps to turn a problem into concrete tasks

With such formulations, these are not even problems - these are entire problem states. Deep, boundless and limitless. If you say things like this to yourself, the problem wraps around you like a fog, you sink into it, like in an endless swamp, and there is no clarity on what solid things to start moving in the right direction.

Actually the problem is not hard. It is not difficult if you have methods, techniques for processing and solving problems: in this case, you either solve the problem or successfully throw it away - not only from your head, but also from life. The techniques that Synthesis Technology offers you to turn problems into results are not magical, but real: they give you confidence that you acted competently in a given situation and did, if not everything possible, then everything reasonable.

You know the key

PROBLEM → ANALYSIS → SOLUTION!

So, it is theoretically clear that a problematic situation can be experienced, or instead it can be solved. How to change an emotional attitude to an active one, how to jump from whining and pointless longing to peppy rails of concrete steps?

Step one:

Stop dramatizing and take inventory of what you have.

Under dramatization Synthesis technology refers to the most widespread technique of unwinding negative experiences with the help of an expressive face and a specially constructed speech. Indeed, it is easy to see what is behind the formulations (for example): “Everything is terrible ...”, “I can’t do anything ...”, “My business is falling apart ...” there are negatively oriented questions: “What is wrong with me?”, “What have I lost (lose)?” and "What am I missing?"

Any creative and literary gifted person, having set out to make a list of what he lacks and what is bad for him, can write a text full of drama in a few minutes.

In addition to negatively oriented questions, emotional generalizations (“everything, always, never, nothing ...”), as well as accusations, self-accusations and excuses, are usually used for dramatizations.

To stop the dramatization, start the analysis of any difficult situation with the phrases “ I have" and " Good that... ". So,

I have…

I have my business, I have reliable friends, I have my head on my shoulders and a sense of humor.

Good that…

It's good that in any case, my experience remains with me and the serves in tennis are going well.

Step two:

Rejecting the language of emotions, formulate, describe the current state of affairs in the language of facts.

« Everything is terrible…”, “I can’t do anything…”, “My business is falling apart…” Of course, these emotional formulations are not the language of a business person, which means that you need to change the language and answer yourself as clearly as possible in the language of real facts:

My problem is that...

If you don't have the skill to think clearly, start putting it down in writing and quickly see that looking for the right words helps you to better define the boundaries of your problem and find a reasonably specific place for it.

And then " My business is falling apart", possibly transforming into: " There were no planned earnings this month and this could be a wake-up call for the future.».

Wisely. This is really worth thinking about.

"I can't do anything" will turn into: “Relations in the team have become tense, and my conversations today have not yet softened the situation.”

Mind you, today was a busy day!

And the terrible "Everything is terrible" it might sound like: “Firstly, I didn’t get enough sleep, secondly, the tax audit was very out of time, and thirdly, my wife really pissed me off yesterday.”

And even more honestly - it would be necessary to start with this ... However, this is already

Step three:

Designate the reasons for the unsatisfactory situation, determine the essence of the problem, find its roots.

To solve a problem, you need to figure out what is its cause, its source, its real root. It usually seems that the problem is itself. external situation, but more often the root of the problem is

internal problem situation: your own problem thinking or troubled mental state.

Of course, the root, the real cause of the problem, can be either one or the other, and the third: the main thing is that these two roots should not be confused and each of them should be able to be recognized immediately. Define, understand, record.

For example, you do not have time to complete a project by the deadline (write a diploma, prepare a speech ...). What is the external problem here? Perhaps you have a lack of material, and you don’t know where to get the right one. What is the internal problem? It’s completely different: there is no desire to write and think, and you don’t have time to study at all now ...

Almost humorous practice

Examine the figure shown here and indicate which details of the picture relate to the external problem situation, and which to the internal one?

If the task seems extremely simple to you, pay attention to the extreme fragment on the right ... And be puzzled ...

Maybe I'm a spoiled person, but I immediately saw this drawing like this: the guy undressed the girl (he himself is dressed, and she, apparently naked, is hiding around the corner). But the girl ran away. And now what i can do?

Check out someone else...

Summary

stop dramatization and make an inventory of what you have.

Abandoning emotion language, formulate, describe the current state of affairs on the language of facts.

Designate causes unsatisfactory position, determine essence problem, find it roots.

So, we have written in more detail the mechanism for implementing one of the fragments of the algorithm for successful activity, namely its initial piece:

PROBLEM→ REAL DATA→ ANALYSIS

Step four:

When you understand the roots of the problem -

Formulate goals, set adequate tasks and start work in the usual way.

You are fully prepared for this.

When the games of the gods begin, people turn out to be a bargaining chip ... Are you ready, as a successful person, to become the head of a big business?

Thirdly, there is a price to pay for major successes in life. serious personal changes: you become different and lose yourself.

If you seriously come into business, the usual reaction of acquaintances and close people is: “You have become somehow tough.” And it is true. It's almost inevitable: when you set goals, you become aggressive. Aggression is neither good nor bad, it's just a different way of being, namely an active and purposeful movement towards the goal. If you went not just into business, but into big business, along with a categorically irregular working day, loads and stress, fatigue and irritability come.

Real fatigue, real irritability.

Money gives birth to suspect people, it becomes difficult to believe in disinterested friendliness. Not only you change, the world around you also changes. Yes, a lot of new and good things come, but also a lot is lost: as a rule, old friends leave you ...

Are you ready for this?

In any case, consider two more purely psychological points.

"The missing piece is always the sweetest" effect

No matter how superpositive your choice is, the price of the sum of all other choices is always greater. Accordingly, there is always the opportunity to regret your choice. Will you do it?

The Pink Past Effect

When a person looks at the chosen one, he, being in reality, sees both pluses and minuses. And when people look at a lost option, they usually see only pluses in an already unrealizable one. And the cons are not visible to them ...

Reachable: the ladder of success

You have set a goal. You understand that the achievement of this goal depends on you, you feel that it is achievable, but ...

stand still.

What is needed to move from the stage of "designing life" and move into the mode of actual implementation? You need to build a ladder of success: break a big goal into small real stages, successive tactical steps, each of which is simple, understandable and doable, and all together, in the aggregate, they lead you to achieve the desired goal.

For example, your goal: I want to become a French citizen and live in my own house in the south. Well, we break this distant goal into a sequence of the most specific tasks. What? Learning French is an understandable and separate task, but the rest of the chain is quite creative. For example, it might look like this:

Get out on the Internet;

Find people who settled to study in France;

Establish correspondence with them, acquire the necessary connections, obtain the necessary information;

Collect the necessary documents;

Pass language proficiency exams;

you may need something else, but as a result - you end up in France as a student.

Already in France - again look for connections;

Get a residence permit (many options);

Become a French citizen;

To find a job;

Make your own business;

Buy a house in the south.

The most important thing is the first step. In this case: go online and find the information you need. You don't have a computer yet and you're not friends with the Internet? Well, these subtasks are already much more solvable. Finding a computer is not a problem, there are friends and Internet cafes, and learning how to use a computer fluently and know how to use the Internet is what you should have learned yesterday. Forward!

It's funny, but I have a friend who is now solving this particular problem. And, almost decided. 37 years old, name is Julia. Job - translator of foreign literature of one of the Moscow publishing houses. By conviction, she is raising a child alone. Alas, her son suffers from a rare form of asthma with allergies. Julia was with him on a short tour of the south of France and found that all symptoms had disappeared. Doctors in Moscow confirmed that such a climate is ideal for a child, but how ... However, Yulia has already set herself a task. I started with connections in Moscow - I went to the French embassy. Further: assistance in translations for the cultural adviser, preparation of thematic events. Soon he needed a trip to Paris. New contacts were established there, and in particular with a teacher from the University of Aixan-Provence. A proposal for cooperation has been received. 5 years after the first trip, we have the following: Juliette, a citizen of the French Republic, lives with her practically healthy son in the suburbs of Aix (still in an apartment, but is asking the price of a house), teaches world literature to students and goes on vacation to relax on the banks of the Moscow River. And mind you, the charming, but freedom-loving Yulia never needed a “fallback” associated with getting married ...

The main thing is to take the first step. Some of the following steps - the fifth or seventh - may scare you, but you should not be scared ahead of time. The good news is that each step not only brings you closer to your goal, but also adds experience and confidence. Yes, while something may be difficult for you, but you go forward, and at the next point you will be different.

Forward! Workshop: "Summarize"

So, you are finishing reading the chapter "Problem - Task - Result", and if you read it not in vain, you can and want to sum up this activity of yours. How will you do it?

Write down here (on the next page) the questions you are thinking of asking yourself, and compare them with those given to you on the next page. If you forgot to ask yourself some important questions now, think about how accidental it is and whether you forget to ask yourself these questions in life in general.

Your questions?

And these are questions from us

Spent: how much time? Received - how much? What?

What were your goals when you decided to read this chapter?

What did you pay special attention to while reading?

With whom did you discuss the material presented here, what was the result of this discussion?

What did you know about this topic before reading this material?

What was new for you? What questions do you need to consider further?

What can you put into your life right now?

In summary: have you invested wisely in this business? Was it profitable?

How can you creatively apply the knowledge offered here to get additional results, additional profit?

Appendix

Working with problem states

If you find that most of your problems are rooted in a problematic state of mind, it makes sense to take advantage of and teach yourself the Reduction of a Problem to a Problem State technique.

This technique proceeds from the fact that what makes a problem situation a problem is not the combination of difficult circumstances in itself, but the experience of these circumstances as a problem, the experience of what is happening as something difficult, difficult, sick or oppressive. In the Synthesis Technology, such negative experiences that accompany a problem situation are called problem states. So, the problem arises as the sum of two components: a problematic (difficult, difficult) situation and a problematic (emotionally negative) state.

Basic Formula

PROBLEM = PROBLEM SITUATION + PROBLEM STATE

The trick, the zest, the possibility of transforming these problem states is that such negative states do not always and necessarily accompany difficult circumstances. In accordance with the philosophy of Synthesis Technology, life is a stream of neutral events, and the way of experiencing them is set by the person himself.

If you are tired of life and do not know what to do, you will see the situation as a problem. And if you do not know what to do, but are determined to cope with the situation, you will not call the situation a problem. She will be different for you.

We can give you a hint. The most creative people define the concept of “creativity” usually in the simplest, utterly primitive way: “If I tell you that you have a creative work to do, decipher it: “I don’t know how you can do it!”

So what is the difference between vigorous, working “creativity” and a difficult “problem”? They are very similar, at least in that both there and there is no understanding of how to achieve what you want: a “problem situation” is present in both cases. The difference is only in relation, only in the personal state of the person himself! If you stand and are afraid, stuck and torment yourself with future difficulties, you have a problem. And if you have the strength, there is confidence that even if not immediately and not everything, but at least you will come up with something, if there is a feeling that you can deal with ambiguities and cope with difficulties, if you break through (hooray !!!) , then you are in a creative state and for you this is creativity!

PROBLEM SITUATION + CREATIVE STATE = CREATIVITY

That's all.

By the way, for a person in a very calm state, there are no problems, no actual creativity.

PROBLEM SITUATION + CALM STATE = CALM

That does not prevent at all to be, when necessary, active and efficient. If you like, a true professional, no matter what the most difficult problem situation he is in, does not experience anything: he is just busy with business. He is calm and does his job in the best possible way.

Tonight, if you get tired, you can watch a good action movie; Please note that the main character, turning over in the most incredible situations, flying with bullets from life to death and back, is almost always extremely calm. The most interesting thing is that if he is really a professional, then this is very close to the truth of life.

Exercise: remember situations in your life when you met a difficult situation in life or at work with a surge of strength and energy? As a challenge, as an inspiring task for you? Or - with lively interest, as a curious puzzle to which you want to find the key? Or - with calm confidence that sooner or later this situation will be resolved one way or another?

So, if it is theoretically clear that the problem can be turned into something more personally acceptable, promising and constructive, then how can this small miracle be accomplished? How to jump from the swamp of a problematic state to the solid ground of confident and creative well-being? With the help of what steps, ways to do this as efficiently as possible? Synthesis technology offers the following sequence of steps for this.

Step one:

Reduce the problem situation to a specific problem state: “What problematic state do you want to change?”

It doesn't matter what specific circumstances are giving you your problem; in this approach, what is more important is what feeling, what feeling of yourself in connection with the existing circumstances do not suit you and what you would like to change in yourself.

Your project did not seem to be supported by the employees closest to you. Are you feeling down? Or inept and helpless? Or maybe humiliated and offended? Or: you have a difficult conversation tomorrow, on which the receipt of a large loan depends, and you do not feel yourself sufficiently prepared for it. How would you more accurately define your problem state here: anxiety? stiffness? feeling clumsy?

My problem is that I feel...

Step two:

Negative Goal Setting: What do you want to stop or avoid?

Negative goal setting is a rather controversial technique, if you keep in mind that actively drawing attention to any (whether positive or negative) goal usually results in that goal starting to attract you ...

Do not think about how your legs are now! Don't worry about your feet!! - Oh well…

However, as an intermediate stage, as a step in the transition to positive goal-setting, the definition of “what you don’t want” is a procedure that is possible and not dangerous. If, having quickly decided on what you want to get rid of, you later carefully and deeply devote all your attention to what is necessary and attractive for you, then your psyche will not give you any unexpected failures.

Okay, but why is negative goal-setting so necessary?

Synthesis technology rests on a premise that is not obvious to ordinary consciousness, that any experience arises not just as a reaction to a life situation, but behind this there is some kind of personal choice. In addition, by nature and originally, all human behavior is wise and expedient. In this case, this means: if you are experiencing something, you need it for some reason, there is some kind of motive in this, some kind of hidden benefit.

See the chapter "Emotions in human life" in the book "The Art of Communication, or the Practical Psychology of a Business Man" for more details.

There is something deeply indestructible sweetness in feeling alone and miserable, abandoned by everyone, in a situation of failure.

At a minimum, after that it is much easier to allow yourself an extra glass, although from the point of view of the liver this is categorically impossible.

Something pulls (now it doesn’t matter what!) A person over and over again scrolls through the possible negative ending of the upcoming difficult negotiations, and it seems impossible not to get angry (read: “get angry, make yourself angry”) before having to inform his friend, who turned out to be a bad employee, about his dismissal. A simple psychoanalysis - and the motives are not so mysterious.

Accordingly, you should have two decisions: not only the decision to move forward (your positive goal), but also the firm decision to stop returning to your favorite dead end over and over again (negative goal-setting). Until you introduce certainty into this paragraph, there is a danger that you will always be drawn to your negative (favorite negative). If you write your decision clearly and confidently, it will help you stop unnecessary doubts. You will clearly know what you do not need.

I want to stop feeling...

Step three:

Determine the opposite of the problematic state, form a positive image of the desired result:« What is the opposite of a problem state? How do you want to feel?

It's simple. You will always answer this question and - thanks to negative goal-setting! - now in a positive way. For example, if you want to stop feeling under stress and pressure, then your wording will now most likely be: “I want to feel relaxed, free instead!”

I want to feel in return...

You have already done a lot, you have a positively formulated image of the desired state. This is good, but this is only the beginning. So far, these are just words that have not yet become a motor. So far, this is only a seed from which a flower should grow. While this is a correct, but still empty frame, which should now be filled with life, that is, with density, depth, colors, taste and smell. When you do this, you do not need to consciously pull yourself to achieve the desired result - the image of the result, so already your own, so alive, necessary and tasty, will itself pull you towards itself, attracting your attention in the most natural way.

So, your next task is to form the most sensually rich image of the future result. This will be done in the next two steps. So,

Step four:

Find a suitable analogue, model, sample of the desired state in your life or the lives of other people you know. “In what life situations do I have the desired state? Who among the people I know is able to achieve a desired state similar to mine?

Both of these questions work in the same direction: they help you find that living model that will tell you how to embody the image you have formed, indicate that specific marker that will say that what you want is real, achievable.

It's simple: if people around you can do something, then most likely you can do it too. Just like: if you once had or happen to have the state you are looking for, if you use it in some other, but similar situation, it means that in principle it is within your power and you only need to transfer your state known to you into a new situation. When you have found a suitable sample - much is facilitated.

For example, you remember how well you learned to drive a car. Perhaps your instructor was a spontaneous synthesis technologist, because he acted very competently. You got behind the wheel - he suggested that you relax and feel comfortable behind the wheel. You slowly fiddled with the seat, adjusted it to fit you, played with the position of the hands on the steering wheel, pressed the pedals - just like that! - and found that you are quite good at it.

Can you feel the exposition of the "Easy Start" technique?

Now that you need to master the computer, you very opportunely remembered this successful experience of yours. Yes? Likewise, when you feel like a complete idiot in teaching your new secretary to use the computer, this memory will also serve you well. This is exactly what you need.

I want to act or be like...

Step five:

Acting on the model, in feelings and thoughts recreate the method and technique that works in your problem situation. " What, guided by the sample, can you use to reproduce the desired state?

Indeed, why, due to what it works - there? Which of the mechanisms, methods and rules can I use to reproduce the desired state?

...So, you got behind the wheel, and your instructor suggested that you relax and feel comfortable behind the wheel. You slowly fiddled with the seat, adjusted it to fit you, played with the position of the hands on the steering wheel, pressed the pedals - just like that! - and found that you are quite good at it. Then, smiling at you and encouraging you, the instructor assured you that today you will not be able to break or crash the car, no matter how hard you try. You realized that this was true, and began to calmly listen to further instructions. Soon the car became clear, habitable and quite simple. You heard what to do and how to do it. You repeated what and how you will do. Then you closed your eyes and imagined yourself doing it. Then they started to do it in reality, and no matter how the car twitched and no matter how the engine stalled, the instructor assured you that you were making wonderful progress and you were advancing at an amazing pace.

And for some reason you began to believe him.

Now, following the pattern, recreate the method and technique of how to turn your secretary's computer from a scary monster full of dangerous sounds and drop-down announcements of her complete failure into her sweet, convenient and understanding friend?

Well ... According to the model - so according to the model ... That's right, firstly, you suggested that she organize a coffee for two, which you will sip deliciously together before and after each successful step. Now, slowly, sipping coffee, they suggested that she look for the most comfortable position on the chair, with options for how it is more convenient for her to be - with a straight back or in a relaxed position. When she realized that she already knew how to sit at the computer at least attractively and comfortably, you told her the main thing: “No matter what you do at the computer today, you don’t have the qualifications to do something so terrible with it that I could not easily restore! This thesis, repeated later in several situations, when she froze in fear, with her hands twisted in the air, exceptionally successfully brought her back to life, and delicious coffee continued to create an atmosphere of coziness and comfortable existence ... And so on.

It seems?

I hope that according to the above model, it will not be difficult for you to recreate the style of how you can successfully teach yourself something new, difficult, which plunges you into panic and stupidity, but a very necessary thing.

To reproduce the state I want, I can use ...

Step six:

Make an inventory of your resources, based on your maximum capabilities. “What do you already have to achieve the desired state, and what should you use to a greater extent?”

In accordance with the initial principles of Synthesis Technology, each of us has everything, and we only need to be able to discover and use what we need. Everything you need to achieve the desired state, you already have, once and somewhere you have already done it. So you can do it, and you just need to do it in this situation and to a greater extent!

You may have told yourself before, what you don't have and what You can not, and, successfully remembering the right situations, were quite convincing. But now you are offered something else: to gather before your attention everything what do you have to achieve the goal, make a complete inventory of your resources, carefully list all your knowledge, skills, capabilities and think about how you can use them in the most effective way.

I already have…

I want to be more...

Step seven:

Act "as if".“If you already had a fully obtained desired state, what and how would you begin to feel and do?”

The focus, the joy and the power of this last step is that you are invited to do it “as if”, that is, in a playful way, easily, without burdening yourself with unnecessary responsibility.

You already have everything. You have the model you need, it is easy for you to remember and make alive your desired experience, you know how it can and should work in your situation, you have collected all your necessary resources, which means you are ready to take real steps. Just attach wings to yourself, use the magical "as if", through which children instantly turn themselves into kings, scouts and heroes, make themselves winners - and win. You can close your eyes, once again feel the desired state, imagine a picture of the future action, imagine yourself performing these actions and - allow yourself to do what you could do!

Play life, the most fun and coolest game in the world, use the “as if” frame, and then instead of getting stuck in a problem or hesitant in a solution, you easily move forward to the result!

If I had already reached my desired state, I would…

Having plunged into the desired state, feel “as if” - and start living it and doing it right now!

Summary:

1. Reduce the problem situation to a specific problem state:“What problem state do I want to change?”

2. Negative goal setting:“What do I want to stop or avoid?”

3. Determine the opposite of the problematic state, form a positive image of the desired result:“What is the opposite of a problematic state? How do I want to feel?

4. Find a suitable analogue, model, sample of the desired state in your life or the lives of other people you know. “In what life situations do I have the desired state? Who among the people I know is able to achieve a desired state similar to mine?

5. Acting on the model, in feelings and thoughts recreate the method and technique that works in your problem situation. “What, guided by the sample, can I use to reproduce the desired state?”

6. Inventory your resources to the best of your ability.“What do I already have to achieve the desired state, and what should I use more?”

7. Act "as if".“If I already had a fully obtained desired state, what and how would I begin to feel and do?”

Notes:

According to another version, this phrase belonged to Madame Pompadour, his favorite. Both historical faces of this phrase are worthy.

Instead of "SOLUTION" they often say: "COMMON GOAL" or "MAIN DIRECTIONS". Synthesis technology in this case does not insist on the rigor of terminology - in different contexts it is convenient to use different words, and this is normal. The essence of the algorithm is that the first general solutions are gradually replaced by more and more clear goals, the initial very general vision of the solution is followed by pictures with an increasing degree of specification.

If the root of the problem is precisely the problematic state of mind, it makes sense to use the specialized technique "Working with problem states", see p. 127.

Distance is a system of independent work on planned personal growth, one of the most effective forms of work, widely used in the Sinton Training Center. And at a distance they are engaged - distance workers!

Businessmen of Russia: 40 success stories. M., 1994.

See the definition in the dictionary: "Aggressive - not afraid of resistance, energetic, able to actively and purposefully move towards the goal." And that's it. Oxford student's dictionary of current English. A.S. Hornby.