POINT OF VIEW
More method than madness when you Solve problems like an expert
Some people solve problems with very little information. Some make endless demands for more information before making a determination. While others can jump to the wrong answer with relative ease.
What is the secret of minimal information and right answers?
There are some (extremely annoying) people in this world who seem to be able to walk into a room and solve problems without appearing to know anything about the underlying technology.
At first this looks like “lucky guesses”, but these people are incredibly lucky with their guesses. When we observe these “experts” in operation closely a pattern becomes apparent.
You can learn the method and be just as successful at solving problems. Here are ten things to get you started…
When technicial teams are under pressure to solve problems in a critical situation they often don’t take a step back and look at the problem.
It takes an outsider to step into the frame and guide the team.
The outsider is unaffected by previous assumptions and may not be as “new to the problem” as they appear. They have seen similar problems, may understand the technology or similar technology, and may have a method…
Solve Problems like an Expert
Never jump to a conclusion until you have the full picture, you will be wrong and look less expert in the long run. “Knee jerk reactions” usually result in bruised knees.
Don’t underestimate the problem and try to use some quick hacking to see if you can fix it, a small problem will be solved quicker using the techniques we will show you.
Many problems are prolonged by an erroneous first attempt to fix that obscures the original symptoms and confuses the situation or worse, makes the problem far more complex to solve.
Asking Questions 
Ask the silly and “obvious” questions to fully understand the problem. Make sure you are clear about the terminology and what is actually being said. For example;
“John will be late” – how do you know that? Because John said he “had jobs to do before leaving”. Ok, so he may be late but may be early.. in fact until John is late we don’t know anything?
Often the technique of “I don’t know about this product, please explain” helps to reveal how much other actually know, and their fluidity in answering will illustrate their confidence. It will also make them take a mental step back to allow you to get the answer you need.
It is likely that you will be told things you already know. This is actually very useful, because it allows you to check their knowledge, and assures that they did not assume common knowledge – which is often anything but common.
Finding the edges 
Gather as much information about the whole solution, especially what is around the edges.
Understand the inputs and outputs of the system, this includes expected loads and actual loads when the problems occurred.
Consider the time dimension 
Temporal questions are often revealing. What went on before the problem occurred?, was there any recent or relevant changes to the solution?, What upgrades, patches, or hardware changes have happened?.
Does the problem occur at specific times or dates. Build up a timeline of the problem.
Check the facts 
Whenever you are presented with a fact, do not take it as read, ask how that information was verified. “It is running slow” …. “What metrics are you using to measure and compare the performance” and can I have a copy for my report.
When information is not available ask the question, “How can we find out or verify this” and record the information in the tables below.
Check the work to date 
Ask what has been done or tried already, and what the results were of any changes, often someone will have “known what the problem was” and done something that has caused a second problem, so you are now trying to fix a double fault.
Don’t fixate 
Try to avoid anchoring on a single solution, reassess the facts as new information becomes available.
Change one thing at a time 
Avoid changing more than one thing at a time, you will have no way to identify what fixed the problem if you make multiple changes.
Note that sometimes multiple things need to be changed together – in these cases the set of changes should be restricted to one set of expected outcomes.
Whenever you make a change document the expected outcome. Compare your expectations with the reality – if you are wrong, or the result was unexpected, then ask why…
Write everything down 
Document all the questions and answers ready for your report, or ticket resolution.
The following example is based on a “simple” problem that was difficult to fix.
One of our web servers was crashing at random times. Each time the memory was increased to fix the problem along with a script that rebooted the server every once in a while.
I do wonder how many servers out there are being rebooted every day rather than fixing the problem at root cause?
What we Know
How we Know it
What we don't know
How we can know it
These two tables are invaluable when working to trouble shooting, they stop people going down “rabbit holes” and retesting the same thing more than once.
From the two tables above we can now make hypothesis and a plan.
What we are going to do
How we do it & who does it
Update the What we know.
What we know
How we know it
New hypothesis and a new plan based on new information.
Looks like the software has some known bugs at this version so we need to eliminate these from the equation.
What we are going to do
How we do it & who does it
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