2.3 Diagnoseproblems to get at their root causes.
诊断问题发现根本原因
a. Focus on the “what is”before deciding “what to do about it.” It is a common mistake to move in ananosecond from identifying a tough problem to proposing a solution for it.Strategic thinking requires both diagnosis and design. A good diagnosistypically takes between fifteen minutes and an hour, depending on how well it’sdone and how complex the issue is. It involves speaking with the relevant peopleand looking at the evidence together to determine the root causes. Likeprinciples, root causes manifest themselves over and over again in seeminglydifferent situations. Finding them and dealing with them pays dividends againand again.
b. Distinguish proximatecauses from root causes. Proximate causes are typically the actions (or lack ofactions) that lead to problems, so they are described with verbs (I missed thetrain because I didn’t check the train schedule). Root causes run much deeperand they are typically described with adjectives (I didn’t check the trainschedule because I am forgetful). You can only truly solve your problems byremoving their root causes, and to do that, you must distinguish the symptomsfrom the disease.
c. Recognize that knowingwhat someone (including you) is like will tell you what you can expect fromthem. You will have to get over your reluctance to assess what people are likeif you want to surround yourself with people who have the qualities you need.That goes for yourself too. People almost always find it difficult to identifyand accept their own mistakes and weaknesses. Sometimes it’s because they’reblind to them, but more often it’s because their egos get in the way. Mostlikely your associates are equally reluctant to point out your mistakes,because they don’t want to hurt you. You all need to get over this. More thananything else, what differentiates people who live up to their potential fromthose who don’t is their willingness to look at themselves and othersobjectively and understand the root causes standing in their way.
译文：
A.决定“做什么”之前，聚焦“是什么”。我们通常会犯得的错误是还没有仔细甄别困难问题就急于投入寻求解决方案。战略思考需要诊断和设计。好的诊断通常需要15分钟-一小时之间，取决于是否顺利和议题的复杂度。包括与相关人员交谈和查看证据，然后一起确定根本原因。和原则一样，在相似但不同的情况下反复甄别根本原因清单。发现并反复仔细的甄别。
B．区分根本原因中的近似原因。近似的原因通常就是导致问题的行为（或缺乏行动），所以他们被描述为动词（我错过了火车因为我没有检查火车时刻表）。根本原因则要隐秘的多，通常被描述为形容词（我没检查火车时刻表因为我总是健忘）。客服，根治根本原因你就能解决问题，要做到这一点，你必须从疾病中区分不同病症。
C．如果你清楚他人在心中的样子那么你就知道从他们那里能得到什么。如果想与那些拥有你需要的素质的的人合作，你必须克服自己的障碍，偏见。对自己也同样适用。人们差不多总是很难甄别，接受自己的错误和弱点。有些因为对自己是盲目的，但更多是以为自以为是。大多数同事不愿意指出你的错误，因为他们不想伤害你。你需要客服这些。而不是其他的，
那些能激发潜能和不能的人的区别在于能否自愿的客观的看待自己及他人，客观，公正的理解根本原因。
读后感：
雷老爷子终于简练了一把，前面的很多原则坦白说都可以这样写，因为没必要扯上很多证据，甚至很牵强的证据，估计老爷子自己多看看也会觉得自己说的有点多。这样就好多了，简明扼要，清晰流畅。
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