Group 1 - Many managers claim to want to improve problem-solving abilities, yet the number of problems seems to increase despite their efforts [1][2] - There are four common misconceptions about problem-solving among managers [2] Group 2 - The first misconception is that solving problems means suppressing them, leading to deeper issues over time [3][4] - The second misconception is treating problem-solving as "firefighting," addressing symptoms rather than root causes [5][8] - The third misconception involves viewing those who raise issues as troublemakers, which discourages open communication and problem identification [10] - The fourth misconception is being satisfied with superficial solutions instead of addressing the underlying issues [11][14] Group 3 - To genuinely solve problems, organizations must identify the true issues by looking beyond symptoms [15][16] - Finding the "essential solution" is crucial, which involves implementing measures that prevent the recurrence of problems [22][24] - Adopting a systems thinking approach allows managers to see interconnections rather than viewing problems in isolation [27][30] - Establishing an "immune mechanism" within the organization transforms temporary solutions into long-term preventive measures [34][38]