Please keep this "Spring and Autumn Quotations" — A Handbook of Questions and Insights

2025-07-08


"Underlying Logic" There is a sentence:

Ordinary people change results,

Excellent people change causes,

Top experts change models.

One who can succeed must have excellent ways of thinking  

rather than using tactical efforts to cover up strategic laziness.


"One Spring and Autumn, One Standard"

We, the Spring and Autumn people, must have a unified problem-solving thinking method,

Next, I will guide everyone to interpret the latest culture launched by Chairman Xue:

Spring and Autumn Quotes —— Problem Insights

I believe everyone has heard of Ma Boqian's "Lychees of Chang'an" , the protagonist in the book Li Shande was assigned a task that seemed extremely difficult and almost impossible to complete at that time, which was to let the imperial concubine in Chang'an eat fresh lychees from Lingnan on her birthday in June. Due to the inevitability of the appointment, Li Shande, fighting with his back to the wall, demonstrated comprehensive problem-solving thinking and excellent insight summarizing ability.

I believe everyone has heard of Ma Boqian's "Lychees of Chang'an" , the protagonist in the book Li Shande was assigned a task that seemed extremely difficult and almost impossible to complete at that time, which was to let the imperial concubine in Chang'an eat fresh lychees from Lingnan on her birthday in June. Due to the inevitability of the appointment, Li Shande, fighting with his back to the wall, demonstrated comprehensive problem-solving thinking and excellent insight summarizing ability.

Chapter.01

What is "problem-solving thinking

from gaps to find breakthroughs



First, let's explore what "problem-solving thinking" is.

When the current state of things differs from the standard state or from people's expected state, we encounter a problem.


In other words,   a problem is a gap

Under the technical conditions at that time, lychees " change color in one day, change fragrance in two days, change taste in three days "s perishable nature made it almost impossible to endure a transport journey of more than ten days in the summer of June. The problem Li Shande faced was the insurmountable gap between the factual conditions and the task requirements.

But problem-solving thinking is far more than just "finding problems."

It is a kind of recognition, analysis and solution of problems as the core driving force—a kind of cognitive model and behavioral orientation.

This thinking model requires us not to indulge in the negative emotions caused by problems or passively accept difficulties, not to see problems merely as troubles or failures, but to regard them as valuable opportunities to improve the status quo, enhance performance, drive innovation, and achieve breakthroughs, and to focus on how to understand, analyze, reduce, or eliminate this gap.


When you have problem-solving thinking, it means you begin to break free from the inertia of passively accepting the status quo, actively examine the environment, processes, or goals, habitually identify the gap between the current state and expectations, and hold a healthy "dissatisfaction" with the status quo, believing that even if current performance is good, there is always room for improvement and optimization. This is an attitude of pursuing excellence.

This also echoes the chairman's concept proposed earlier this year, "Stay vigilant in peace" which means maintaining a sense of crisis, anticipating risks to prevent them, planning ahead and adjusting goals in time, avoiding risks, and ensuring steady development.

 

Chapter.02

Benchmark Case - Elon Musk

How Elon Musk uses "problem-solving thinking" to disrupt an industry

Elon Musk faced the biggest challenge of electric vehicles in the early days of founding Tesla: High battery costs At that time, the industry generally believed that battery pack costs could not be reduced below $500 per kilowatt-hour, which was the key reason for the high price of electric vehicles. Most people's thinking was to wait for battery technology to slowly improve naturally.

But Musk applied his signature "first principles" thinking, viewing the world from a physics perspective, tracing back to the essence of things, and rethinking how to do it. Essentially, this is extreme problem-solving thinking. 本质上是极致的问题思维 

 

He refused to accept industry "common knowledge" and instead kept asking the most fundamental question: "What is the minimum cost of the battery?" The calculation results shocked everyone: theoretically, the battery cost could be far less than one-tenth of the market price at that time! This fundamental problem analysis completely changed Tesla's strategy. After a series of solutions, the battery cost was continuously and significantly reduced, reaching a target far below what the industry initially considered "impossible," becoming a key driver for the popularization of electric vehicles. This case demonstrates The highest form of problem thinking Returning to the essence, challenging assumptions, fundamentally redefining and solving problems, gaining insights for handling similar issues.

Chapter.03

" Spring and Autumn Quotes Practical

Problem Insights Four-step method

How exactly did Musk use problem thinking to solve problems and form problem insights?

 

When facing industry difficulties, he never described problems with vague emotions or general difficulties but viewed such dilemmas as opportunities to disrupt the industry. His actions perfectly align with "Spring and Autumn Annals Quotes"

Spring and Autumn Annals Quotes - Problem Insights

1. Review what the goal is
2. Reflect on results to find gaps
3. Analyze problems to find causes
4. Solve problems to build capability

Step one

Review what the goal is

Musk clearly defined the goal: to manufacture affordable electric vehicles for the public.


Step two

Reflect on results to find gaps

Battery pack cost accounts for the total vehicle cost 40% This current situation fundamentally conflicts with the goal of " popularizing electric vehicles .

Step three

Analyze problems to find causes

After understanding the gap, he began deep analysis to find specific, measurable, and actionable core issues. The industry attributed the high battery cost to " technical limitations , but Musk kept questioning , believing this was not an insurmountable physical limit but largely due to inefficiencies in intermediate steps, multiple markups by suppliers, and limitations of traditional manufacturing processes . At that time, the market battery cost was about $600/ kWh, and his theoretical calculations proved that electric vehicles could theoretically be reduced to $100/ kWh.

Step four

Solve problems to build capability

He formulated and executed three major strategies targeting the core issues: vertical integration, process innovation, and economies of scale. The first step was vertical integration by building a Gigafactory to directly control the entire chain from raw materials to battery assembly, eliminating intermediate costs. The second step was process innovation by redesigning battery structures, such as large cylindrical cells, optimizing production processes, and increasing automation to approach theoretical costs. The third step was leveraging economies of scale , through Model 3 and other mass-market models' large sales expectations to dilute R&D and manufacturing costs. Ultimately, this disrupted industry perceptions and elevated capabilities.


Later, when Musk encountered similar cost issues caused by supply chain and manufacturing inefficiencies, he could replicate these three points. Problem-solving insight methodology In his behavioral model, problem thinking is not just a tool but a deeply ingrained culture and survival instinct that drives Musk to break through difficulties, innovate in competition, and ultimately lead industry transformation.

Chapter.04

Scientific method

Five major problem-solving strategies

 

To do a good job, one must first sharpen the tools. Scientific analysis is key to solving problems and summarizing insights. Five practical methods are recommended:

 

  1.   "5 Why Analysis Method" "5 Why Analysis Method" Helps people understand the background of the problem, the involved elements, and their interrelations, avoiding isolated and one-sided views. Keep asking " why to deeply explore the root cause rather than staying at surface symptoms, avoiding " treating symptoms without addressing the root cause. However, this problem analysis method is more suitable for single linear causal relationships.

  "Fishbone Diagram" (Cause and Effect Diagram)

5M1E (commonly used in manufacturing and engineering problems)

4P/8P (commonly used in service and management problems)

The advantage of the fishbone diagram is that it structurally presents the full picture of complex problems, promoting cross-functional team consensus, but its disadvantage is that it takes longer and requires collective collaboration to complete.

③ PDCA Cycle

Plan : Set quantitative goals and plans;

Do : Pilot test on a small scale;

Check : Compare data against target gaps;

Act : Standardize success or correct failure.

PDCA Cycle is a stair-step ascending cycle. It encourages trying small-scale, low-risk solutions such as pilots, quickly verifying effects, then iterating optimization or expanding promotion. While solving existing problems, think about how to establish mechanisms to prevent similar problems from recurring, standardize problem solving, optimize processes, provide training, and introduce error-proofing mechanisms.

 

④ Eisenhower Matrix

Category (Urgent and Important): Do it personally immediately

Category (Important but Not Urgent): Schedule to do

Category (Urgent but Less Important): Delegate to do

Category (Less Important and Not Urgent): Delete

Applicable scenario: Prioritize problems by classifying all issues.

 

⑤ A3 Report

A3 Report is a management tool originating from the Toyota Production System ( TPS ) and is named after the A3 size paper it is usually presented on. It condenses problem solving, plan formulation, progress reporting, and other content into one page through a concise structured framework, facilitating quick communication and decision-making. It includes the above A3 aspects of content. 7 How to implement

 

hapter.05

" Spring and Autumn Quotes Let the

take root and sprout Problem Insights 'Spring and Autumn Quotations' was proposed with the fundamental purpose of hoping

managers to break free from inertia thinking and complacency and lead the team to proactively discover problems, scientifically analyze problems, efficiently solve problems, summarize experiences and systematically prevent problems thus driving the organization to continuously learn, constantly optimize, and improve competitiveness and adaptability. This is a forward-looking, excellence-pursuing management wisdom Therefore, in the implementation process of the Spring and Autumn Quotations,

managers are the key engine As Chairman Mao said,

"No investigation, no right to speak" managers must get their hands dirty and feet muddy and actively seek out problems in their own and their team's work. By raising high-quality questions ("What is the current situation?" "What is the goal?" "Where is the gap?" "Why does this gap exist?" "What can we do?"), guiding the team to think, analyze, and solve problems. Of course, also lead to create a departmental atmosphere,

building a team culture that encourages honest communication, allows trial and error, and actively solves problems. Let employees dare and enjoy raising questions. And empower the team : cultivate team members' problem awareness and analytical problem-solving abilities, not just solving problems by themselves. Provide necessary resources for problem solving: time, manpower, tools, authorization. At the same time, use tools to

break down big problems into small problems; distinguish the primary and secondary issues, find countermeasures according to priority order, make plans, adjust rhythm, and come up with solutions." During the implementation of problem measures, continuously optimize and iterate based on feedback, summarize experiences, establish mechanisms, standardize problem solving, optimize processes, provide training, and introduce error-proofing mechanisms. Therefore, truly strong organizations and individuals do not mean they never encounter problems but have the thinking to turn any challenge into a clear problem

and systematically solve it while summarizing coping experiences.

This is exactly the power and value of problem insights.

并非不遇到问题

而是拥有将任何挑战转化为清晰问题

系统解决它的思维并总结应对经验的能力

 

这正是问题心得的力量与价值

 

Key words:

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