Zhongxin Finance, May 11 (Zhu Yan) The ancients said: "With soup to stop the boiling, the boiling will not stop. If you know the root of it, you will just get rid of the fire." Stopping the boiling with soup can temporarily reduce the temperature, but it does not Completely solve the problem, the soup is still boiling with the increase of temperature.

This phenomenon inspires managers to be good at formulating management strategies that can solve their fundamental problems when there are operational problems in the enterprise.

  Treating the symptoms rather than the root causes often fails to solve the underlying problem and leads to potential risks.

Treating the symptoms seems to solve the problem, but in fact it only covers up the appearance of bad things, and the essence of the problem still exists.

In the long run, the accumulated problems will inevitably lead to the generation of business risks, and over time, the accumulated destructive power will often cause huge losses to the enterprise.

It can be seen that if managers are only busy solving the appearance of the problem and ignore the essence of the problem, then the same or similar problems will usually appear repeatedly in the business process.

  On the contrary, the root cause can solve the essence of the problem.

"Cure for the root cause" often requires managers to delve into the deep-seated reasons behind the development of things, look at the essence through phenomena, and reveal the inner connections of various things.

As a result, managers fully understand the rules of the development of things, explore the causes and consequences of adverse phenomena, comprehensively and comprehensively understand all stages of their occurrence, and think deeply and give solutions.

  Furthermore, addressing the root causes can avoid huge losses for companies.

When managers explore the causes of adverse phenomena, they often conduct a comprehensive analysis of their own management level and business conditions of the company, and develop weaknesses from them, so as to give improvement measures.

However, some ostensibly well-run companies may not necessarily have “impeccable” internal control processes.

Therefore, managers scrutinizing the possible flaws in the internal management and control of the enterprise according to the existing problems can reduce its future operational risks and reduce losses for the enterprise.

  It is true that "solving the root cause" is not an easy task, and requires managers to pay attention to it in thought and implement it in action.

First of all, it should recognize the importance of "treating the root cause" and clearly recognize that "treating the symptoms" is not desirable.

Managers should overcome the "self-interest bias", overcome short-sightedness, and actively listen to opinions from multiple parties.

Secondly, managers should be committed to establishing a sound operating mechanism, and strictly implement it, so that rewards and punishments are clearly defined.

Fully affirming the diligent and hardworking employees can enhance their enthusiasm for work and team cohesion through decentralization and other means.

On the contrary, the opportunistic departments will be strictly punished to prevent the bad phenomenon from spreading widely in the enterprise.

  To sum up, for enterprise managers, it is more necessary to cure the symptoms.