There are two versions of this diagram, this one (circular model) and another (jigsaw model).
There’s a reason for this – we disagreed as to which one we preferred! Some liked what they felt was the simplicity of the circular version, while others liked the analogy of the jigsaw – they felt it confirms how interlinked everything is. No-one would budge – so you have a choice of two.
Discussing the elements required for a safe site with managers, they felt the elements provided comprise the basics for a safe site.
Using these diagrams may suggest other elements you might want to use; this can only be beneficial since it will help personalise your own model to your specific needs.
Remember, in both models, every element is interlinked and none have priority over the other
This is a popular approach to identifying human factors in incidents in the aviation, nuclear and medical sectors, and we can see why: the model is simple and easy to understand.
However, don’t confuse simple and easy to understand with it being ‘simplistic’, it isn’t.
It can address highly complex issues and is dynamic – the ‘eyes’ in the cheese.
As with all such simple models, the skill is to use it appropriately.
This diagram will help you to do that.
Blurb for edition one: Outcome Oriented Problem Solving
This is the book that takes a highly operational view of problem solving.
It does not go into theory. It does provide operational managers with a process that will help them deal effectively with the problems they face on a day to day basis.
It is Sledgehammer Simple but is not simplistic.
Based on 25 plus years of experience of dealing with organisational, team and individual development, the author, Kevin Patch, has developed a proven and easy to follow process called Outcome Oriented Problem Solving, OOPS. As it states in the book, too often those in positions of responsibility take decisions to address a problem without fully understanding what the actual problem is. Invariably, the result is a sticking plaster that deals with the symptom but not the cause. The problem, or something very close to it, then happens again, and again, and… And people wonder why.
By the end of this book, you will see why the OOPS approach, Define (the problem); Draw (the problem); Decide (solutions); Deliver (solutions), is so effective. Simple in approach it can deal with a level of complexity that can defeat other more involved problem solving processes. It can work at any level in an organisation and has been used worldwide in countries as different as North America, North Africa and the Middle East. It is culture and gender blind and uses the language of those who will be responsible for making the changes required to deal with problems. It is also able to deal with hard issues, e.g. machinery; as well as soft ones such as people and culture to name but two. Its strength lies in the fact that solutions are created by those involved.
Highly visual, OOPS can take complex problems and break them down into easily understood segments. If a problem needs to be addressed immediately and then analysed, OOPS can do that too. In sum, OOPS is a process that involves people, teams and the organisation and uses their skills and understanding to create a problem solving approach that will work effectively and help prevent repetition.
The book is currently available in PDF format which is ideal for viewing on tablets and PCs; printing out and binding; or printing and laminating individual pages. Once software has been developed sufficiently, other versions of the book will be provided in different formats (e.g. EPUB).