Given the amount of time people spend in meetings, organizations expend shockingly little effort to ensure that these meetings have value.  Rarely is an employee – much less a volunteer – provided any formal instruction on leading or participating in meetings; most of us learn by observing the behavior of others.  The low probability that those around us have been trained in optimal meeting practices renders this exercise equivalent to “the blind leading the blind.”  The nature of these meetings is more likely to demonstrate the power structure of the organization than proper protocols.
     Typical meetings suffer from a raft of problems that render them inefficient or ineffective.  That is, they range from a moderate waste of time, while accomplishing something, to a total waste of time that accomplishes nothing.  This need not be the case, however.  Though an immediate overhaul may be an unrealistic expectation, incremental changes can be made to the way meetings are conducted, progressively increasing their value and developing a more efficient organization.

     Troubleshooting a system can be guided by instructions created by its developer or someone with extensive experience operating and maintaining similar systems.  Without a specific context, however, a troubleshooting process can be very difficult to describe.  There is an enormous number of variables that could potentially warrant consideration.  The type of system (mechanical, power transmission, fluid power, electrical, motion control, etc.), operating environment (indoor, outdoor, arid, tropical, arctic, etc.), and severity of duty are only the beginning.
     The vast array of systems and situations that could be encountered requires that troubleshooting be learned as a generalized skill.  What tool set could be more general, more universally applicable, than our senses of sight, hearing, smell, taste, touch, and the most powerful of all, common sense?