To get more accurate understanding of a problem, it seems to help to see first-hand the place where the problem is occurring () - to form a more accurate understanding of the problem, it appears that it helps dramatically if one goes and sees for themselves the place where the thing is actually happening, to thoroughly understand the situation, to talk to the people involved - seeing the place can be done by site visits, talking to the customers, talking to the operators directly in touch with the problem - relying on information that is not direct seems to produce [[Map is not the territory|inaccurate understanding of reality]] might lead to worse decisions - specifically, visiting the place seem to narrow the gap between the model of reality (the map) and the actual reality (territory). - the gap can be considered an inconsistency that is a form of [[Decomplecting intertwined things|complexity]]. - seems to relate closely with [[the most useful metaphor found so far]] - [[Discovering risks collaboratively|working together]] seems aligned with > Genchi Genbutsu is a key approach in problem-solving. If the problem exists on the shop floor then it needs to be understood and solved at the shop floor. > > Genchi Genbutsu is also called [Gemba](https://en.wikipedia.org/wiki/Gemba "Gemba") attitude. Gemba is the Japanese term for "the place" in this case "the place where it actually happens". Since real value is created at the shop floor in manufacturing, this is where managers need to spend their time. > > —[Genchi Genbutsu](https://en.wikipedia.org/wiki/Genchi_Genbutsu), the principle of [Toyota Production System](https://en.wikipedia.org/wiki/Toyota_Production_System)