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Know What You Don't Know
“Dr. Roberto has skillfully managed to blend in-depth research with his straightforward and enjoyable style and, in doing so, painted a masterpiece that should be considered by any institution or individual looking to detect or solve problems. Presenting cases and their lessons from multiple venues, he offers wisdom readily applicable to any arena.”
—Duane Deal, Brigadier General, United States Air Force (Retired)
“Solving problems is one thing; finding them early enough to do something about it is quite another. In this entertaining book full of insight and examples, Michael Roberto provides managers with hands-on recommendations on how to avoid falling into decision-making traps by getting a step ahead.”
—Sydney Finkelstein, Steven Roth Professor of Management, Tuck School of Business at Dartmouth, and author of Why Smart Executives Fail and Think Again
“In typical style, Mike Roberto gets right to the heart of major challenges facing businesses in today’s rapidly changing landscape. He provides not only a burning platform for thinking differently, but also practical tools for busy leaders to implement following an ‘action learning’ approach.”
—Jon Shepherd, Chief Learning Officer, Mars Inc.
In Know What You Don’t Know, best-selling author Michael Roberto shows leaders how to go beyond mere “problem solving” to uncover and address emerging problems while they’re still manageable–before they mushroom into disaster! Roberto first identifies the diverse, sometimes surprising reasons why problems typically fester in the shadows, ignored and unaddressed. Next, he systematically introduces seven powerful solutions. You’ll discover how to become a business “anthropologist,” observing how your employees, customers, and suppliers actually behave, not just how they’re “supposed” to behave. Roberto shows how and when to circumvent your gatekeepers to see crucial raw data...how to “connect the dots” among issues that seem unrelated, but are really signs of a deeper pattern...how to promote candor among front-line employees...encourage “useful” mistakes, and more. Along the way, Roberto offers powerful insights for overcoming the “isolation trap” so many senior executives face: the trap that can keep you assuming everything is fine, while your company’s problems are spiraling out of control!
• Watch your company’s “game film”–and your competitors’
Systematically understand how your company is really behaving and performing–and how you really match up
• Recognize the value of “small failures”
Use small problems as a window on your system–and a signal of possible weaknesses elsewhere
• Get beyond the numbers, to the reality
Discover why too much formal analysis can actually hide your problems–and start leveraging the value of intuition
• Become a true business “ethnographer”
Observe your people in their natural setting–and recognize what they’re not telling you
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First published January 1, 2009
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Displaying 1 - 19 of 19 reviews
December 2, 2012
"The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem." - Theodore Rubin
October 7, 2017
After reading "Decisive" about how to improve decision-making, I wanted to dive more into how to find the problems worth solving: "identifying the true problem facing an organization often proved to be the most difficult challenge that leaders face." One of the main takeaways from the book is that if you spend the majority of your time zoomed out, focusing on the high-level, you'll lose the nuance and texture when zoomed in. Staying close to the front lines and doing the necessary ethnography is key to identify problems: "I worry about what my people aren't telling me." Car satisfaction scores are 90%, yet only 40% re-buy the same brand. The high-level looks great, but there are cracks when you zoom in. Think about it: How often when you go to a city you've been to before do you go out of your way to book the Airbnb you gave a 5-star review last time? Do you not try to see if you can do a little bit better? How often does that happen around you?
We have to consider that all information we receive has been filtered. In an organization, we often play a game of Chinese whispers where information is lost along the way, people's agendas are added, and incentives get mixed up. If you keep yourself close to the front-lines through embedding yourself in the work occasionally, you'll have access to non-filtered information. Your intuition is important, and it's honed close to the work, you can then step back and look at whether the problem is worth solving. "With intuition, we discover, with logic, we prove." Even the most shrewd number-wizards will have trouble seeing the delicate patterns in numbers alone. Use your own intuition, and listen to that of the people around you.
Small problems proceed, and they compound into catastrophes. The better you become at seeing issues before they become problems, the less reactionary you become. As an example, the author describes Rapid Response Teams that are called to patients on often nurse intuition. This reduces the death rate by 20%. What's your equivalent of a Rapid Response Team? Another useful technique I've always needed a name for is 'chair flying': Close your eyes and imagine what's going to happen. Are you ready? If you're about to embark on a camping trip and you're afraid you've forgotten something, sit back, close your eyes and play the weekend—you may very well realize you've forgotten a tarp for the rainy scenario you envisioned.
I liked this book because of its high focus on being proactive and the rich stories scattered throughout to support the book. I've seen people plant the right seeds months before a problem surfaces, making it an almost non-event. It's tough to recognize this, but I do think you have to be incredibly suspicious if someone's perpetually a fire-fighting hero in your organization. That's visible and easy to give credit to, but how many of these problems could've been prevented if they'd had their ears and eyes more open to be more proactive?
We have to consider that all information we receive has been filtered. In an organization, we often play a game of Chinese whispers where information is lost along the way, people's agendas are added, and incentives get mixed up. If you keep yourself close to the front-lines through embedding yourself in the work occasionally, you'll have access to non-filtered information. Your intuition is important, and it's honed close to the work, you can then step back and look at whether the problem is worth solving. "With intuition, we discover, with logic, we prove." Even the most shrewd number-wizards will have trouble seeing the delicate patterns in numbers alone. Use your own intuition, and listen to that of the people around you.
Small problems proceed, and they compound into catastrophes. The better you become at seeing issues before they become problems, the less reactionary you become. As an example, the author describes Rapid Response Teams that are called to patients on often nurse intuition. This reduces the death rate by 20%. What's your equivalent of a Rapid Response Team? Another useful technique I've always needed a name for is 'chair flying': Close your eyes and imagine what's going to happen. Are you ready? If you're about to embark on a camping trip and you're afraid you've forgotten something, sit back, close your eyes and play the weekend—you may very well realize you've forgotten a tarp for the rainy scenario you envisioned.
I liked this book because of its high focus on being proactive and the rich stories scattered throughout to support the book. I've seen people plant the right seeds months before a problem surfaces, making it an almost non-event. It's tough to recognize this, but I do think you have to be incredibly suspicious if someone's perpetually a fire-fighting hero in your organization. That's visible and easy to give credit to, but how many of these problems could've been prevented if they'd had their ears and eyes more open to be more proactive?
September 10, 2017
⭐️⭐️1/2
“The best problem-finders demonstrate intellectual curiosity, embrace systemic thinking, and exhibit a healthy dose of paranoia.” ~ Roberto
This book wasn't horrible, but it wasn't "awe inspiring" in the way that I was hoping. There are definitely some good take aways. The key thing is: be a problem finder, not just a problem solver. In our world, problem solvers are always the ones praised, yet problem finders may save the organization in many ways. Good examples from football (watching tape) to September 11, 2001 and how not connecting the dots, and communication breakdown led to one of the worst things in American history.
Key points:
1. Much of our effort goes into the collection of data vs. actually analyzing it
2. Circumvent the "gatekeepers" of information because people always filter out what/what they don't want you to know
3. Get experiences in our organizations first hand
4. Develop a sharp sense of observation and challenge, be an ethnographer
5. Information: Communication Breakdowns (Differentiation vs. Integration) (Teams pitted against each other)
6. Trial and Error. FAIL...and learn from it (Dyson Vacuums took 5,167 times before he got it right)
7. Good leaders are systematic
8. Find problems first
9. Look for patterns. Connect the dots.
10. Dig into the mindset of problem finding (Watch film, Set Goals, GRIT, Deliberate Practice)
11. Train teams, not individuals
“The best problem-finders demonstrate intellectual curiosity, embrace systemic thinking, and exhibit a healthy dose of paranoia.” ~ Roberto
This book wasn't horrible, but it wasn't "awe inspiring" in the way that I was hoping. There are definitely some good take aways. The key thing is: be a problem finder, not just a problem solver. In our world, problem solvers are always the ones praised, yet problem finders may save the organization in many ways. Good examples from football (watching tape) to September 11, 2001 and how not connecting the dots, and communication breakdown led to one of the worst things in American history.
Key points:
1. Much of our effort goes into the collection of data vs. actually analyzing it
2. Circumvent the "gatekeepers" of information because people always filter out what/what they don't want you to know
3. Get experiences in our organizations first hand
4. Develop a sharp sense of observation and challenge, be an ethnographer
5. Information: Communication Breakdowns (Differentiation vs. Integration) (Teams pitted against each other)
6. Trial and Error. FAIL...and learn from it (Dyson Vacuums took 5,167 times before he got it right)
7. Good leaders are systematic
8. Find problems first
9. Look for patterns. Connect the dots.
10. Dig into the mindset of problem finding (Watch film, Set Goals, GRIT, Deliberate Practice)
11. Train teams, not individuals
July 29, 2012
If you are in business, this book can help point you at methods to uncover the hidden problems that invariably happen during the course of business. It won't explain why they happen. Instead it gives you suggestions and guidelines on how to discover them. From that aspect the book is loaded with good information.
Unfortunately, the book reads like the work of a college thesis. On the plus side, it has some great examples .. on the negative side, the language is somewhat stiff at times, making for an awkward even fractured read ... also the text is riddled with a huge amount of material that requires source notes and annotations, which also has a tendency to chop up the reading flow. If it weren't for these issues, I probably would have scored this book much higher.
Is the subject matter valuable and timely ... yes. Do the negatives out-weigh the benefits of the material ... no. Is this book worth the effort to read ... definitely.
Unfortunately, the book reads like the work of a college thesis. On the plus side, it has some great examples .. on the negative side, the language is somewhat stiff at times, making for an awkward even fractured read ... also the text is riddled with a huge amount of material that requires source notes and annotations, which also has a tendency to chop up the reading flow. If it weren't for these issues, I probably would have scored this book much higher.
Is the subject matter valuable and timely ... yes. Do the negatives out-weigh the benefits of the material ... no. Is this book worth the effort to read ... definitely.
August 19, 2019
Loved it. Quick read and full of goodness on every page.
June 14, 2010
Constructive look at problem finding
Sir Winston Churchill, Great Britain’s intrepid prime minister during World War II, was an amazingly perceptive leader. He was one of the first to warn of the military threat Germany posed prior to both world wars. How did he know? He routinely sought out rank-and-file members of the British military and low-level English government bureaucrats to find the truth. In the same way, you should dig deeply into your organization for unbiased, accurate information so you can detect problems before they turn into disasters. In his case-filled, albeit pretty much one-note, book, management professor Michael A. Roberto explains why finding problems is harder than solving them. He shows how danger hidden beneath the surface can present the greatest peril to your company. getAbstract recommends Roberto’s engaging book to managers at all levels. Spot those icebergs before they sink your business.
Sir Winston Churchill, Great Britain’s intrepid prime minister during World War II, was an amazingly perceptive leader. He was one of the first to warn of the military threat Germany posed prior to both world wars. How did he know? He routinely sought out rank-and-file members of the British military and low-level English government bureaucrats to find the truth. In the same way, you should dig deeply into your organization for unbiased, accurate information so you can detect problems before they turn into disasters. In his case-filled, albeit pretty much one-note, book, management professor Michael A. Roberto explains why finding problems is harder than solving them. He shows how danger hidden beneath the surface can present the greatest peril to your company. getAbstract recommends Roberto’s engaging book to managers at all levels. Spot those icebergs before they sink your business.
January 27, 2017
The heart of this book is contained therein by a quote from former US Defense Secretary McNamara when he says that "identifying the true problem facing an organization often proved to be the most difficult challenge that leaders face."
Michael Roberto does a great job of mixing story with principle to present an approach to helping you "find" problems before they happen. He explains that problems are not the enemy - the real enemy is the hidden problem. The book then walks you though very practical ways in which to surface these hidden problems.
This was one of my first Kindle purchases during a time when I was searching for some insights into a new idea I was pursuing. One of my notes says, "this whole chapter could be a major aspect of my business model."
Michael Roberto does a great job of mixing story with principle to present an approach to helping you "find" problems before they happen. He explains that problems are not the enemy - the real enemy is the hidden problem. The book then walks you though very practical ways in which to surface these hidden problems.
This was one of my first Kindle purchases during a time when I was searching for some insights into a new idea I was pursuing. One of my notes says, "this whole chapter could be a major aspect of my business model."
March 4, 2013
I expected more from this book. Essentially you must ask questions, share information, encourage your team to take smart risks, and incorporate after-action reviews into your routines. I did enjoy the section on "Listening". Winston Churchill once said, "Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen."
Overall this book doesn't uncover any groundbreaking information on problem solving, and I found the extensive citations at the end of each chapter annoying. They would have been fine at the end of the book, where I could easily skip them. It caused the book to feel more like a college textbook instead of a motivating business book I could recommend to others.
Overall this book doesn't uncover any groundbreaking information on problem solving, and I found the extensive citations at the end of each chapter annoying. They would have been fine at the end of the book, where I could easily skip them. It caused the book to feel more like a college textbook instead of a motivating business book I could recommend to others.
December 7, 2013
"Know What You Don't Know" describes common patterns that keep problems hidden in organizations, then outlines ways to spot them and combat them at the organizational and personal level. It is well grounded in practical, real-world examples and solutions, ranging from hospitals to commercial airlines, from retail to the CIA. I found the chapters on filters (2) and bias (5) to be the most useful. While the conclusions it draws are not groundbreaking, Roberto’s no-nonsense approach offers an easy read with clear direction to those looking for it. Recommended to anyone looking to improve their problem-spotting toolkit.
August 4, 2014
Desde Leader Summaries recomendamos la lectura del libro Conoce lo que ignoras, de Michael A. Roberto.
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: liderazgo, anticiparse a los problemas.
En el siguiente enlace tienes el resumen del libro Conoce lo que ignoras, 7 habilidades que todo directivo debería cultivar para adelantarse a los problemas que puedan surgir en cualquier organización: Conoce lo que ignoras
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: liderazgo, anticiparse a los problemas.
En el siguiente enlace tienes el resumen del libro Conoce lo que ignoras, 7 habilidades que todo directivo debería cultivar para adelantarse a los problemas que puedan surgir en cualquier organización: Conoce lo que ignoras
August 29, 2011
Problems are equal-opportunity troublemakers. Just as minor scratches can become major infections if ignored or neglected, minor problems can become major disasters unless they are discovered and solved as quickly as possible. This book offers several suggestions for becoming a better problem finder; however, the chapters I found most useful were "Watch the game film" and "How to communicate."
September 13, 2012
This book was worth the read if just for the chapter on 'game tape'. The author makes the case that people and businesses in particular should take a pro-active approach to finding and solving problems.
Recommend?: Yes, people who are looking to improve upon what they do will find some good tips on how to gain expertise. Not all chapters are as good as others though.
Recommend?: Yes, people who are looking to improve upon what they do will find some good tips on how to gain expertise. Not all chapters are as good as others though.
December 22, 2010
read as much as i could without being able to put any concepts or ideas into practice as this work does work as a practical workbook guide to being open to mistakes and errors to prevent real large issues from happening
December 17, 2011
Very good topic and book; I must say, though, that I find Professor Roberto a better speaker than writer (based on this one written example)
March 11, 2012
What I am now reading. Almost done and definitely worth reading. (However, I am not interested in being a leader)
May 15, 2012
Great book - need to re-read this periodically...essential military leadership reading material.
July 27, 2012
I was not in the mood for this book.
February 6, 2013
I didn't finish this book, but like so many of the freebies from Amazon, I would have been wasting my time to do so.
April 27, 2016
Mind Opening Books :) so many insight from it!
Displaying 1 - 19 of 19 reviews