Root cause analysis is just one part of collaborative problem-solving. The next time you see a recurring issue, ask: Have we taken enough time to understand what's really driving this? Or are we just mopping up oil without finding the leak?

Rushing to fix problems without good data leads to costly mistakes. Take a scientist's approach: "I don't know—let's find out!"

The key is to integrate winning and success, with a heightened emphasis on acting with integrity.

Leaders often feel trapped between two bad options, where both choices seem to sacrifice something vital. Welcome to the sucker's choice.

Escaping the blame-game unleashes untapped potential. Improve problem-solving by shifting your focus from finger-pointing to accountability.

In this post, I explore how the "knower trap" hinders problem-solving and offer strategies for recognizing and getting out of it.

In a world filled with uncertainty, the ability to make accurate predictions is a valuable skill. What do superforecasters have to teach us?

HPTs embrace an inherent paradox—that creation and innovation is often impossible without some friction.

The S-Loop is a cyclical, four-stage problem-solving framework that can help you tackle complex problems in human systems.

In a TED video, Atul Gawande summarizes what we do at RPC every day—we help managers learn to analyze and solve problems in human systems.

Most “training problems” are system problems. Clear expectations, solid processes, helpful feedback, and the right tools shape performance far more than training alone. When leaders fix the system first, people succeed—and training finally sticks.

To have productive difficult conversations take the perspective of the other, think about what you truly want, and don't take it personally.

A problem-solving must: ensure the data collected is accurate and comprehensive before discussing solutions.

A few thoughts on two timeless principles for managing time and tasks.