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Twenty Eight Tales of Troubleshooting
By Steve Litt

Price: $16.95

Availability: Usually emailed within 48 hours of receipt of electronic payment or check and order form.

PDF (EBook), 221 pages

ISBN: To be determined

Think about your technological co-workers, past and present. Did you notice the following?

Highly productive troubleshooters advance faster in their careers.
Highly productive troubleshooters are considered highly intelligent.
Highly productive troubleshooters are highly valued.
Highly productive troubleshooters are less vulnerable to layoffs.
The better work lives of highly productive troubleshooters tend to make their overall lives better.

Think again about your tech co-workers, past and present. Did you notice:

Some of the most technological are not highly productive troubleshooters.
Some of the most highly productive troubleshooters don't know as much tech.
Technical and system knowledge don't correlate that well with troubleshooting productivity.

If technical and system knowledge don't correlate well with high productivity troubleshooting, what does? Go back and visualize your co-workers. Think about their actions, their attitude, and their typical results. Of the following list of pairs, which trait in each pair produced the most effective troubleshooters?

A) Those who postulated a root cause and set out to prove it, or
B) those who continually narrowed with diagnostic tests and followed wherever those tests might lead?
A) Those who considered each troubleshooting session a chance to re-prove their superior expertise, or
B) those who kept narrowing the root cause scope without agenda or emotion?
A) Those who confidently proceeded on their expertise and never looked back, or
B) those who sometimes made redundant tests in case they might have made a mistake?
A) Those who believed in finding the root cause by re-engineering the system under repair, or
B) those who believed in continually narrowing the root cause scope until the root cause stuck out like a sore thumb?
A) Those who believed they were the best possible troubleshooter, or
B) those who believed there's always room for improvement?
A) Those who believed that troubleshooting productivity is an innate gift, or
B) those who believed it's a mindset, tactic set, and process set that can be taught and learned?

Buy this book if you want to improve your work, your income and your life!

Look Inside

In the story "Heather's Revenge", see Heather learn Divide and Conquer (also often called "Half Splitting") from Max and Terry. In other parts of this story, you'll walk beside Heather as she learns:

The Optimal Troubleshooting Attitude
Take Pride
Throughput Maximization
Corrective Maintenance
The Immersion/Challenge Reduction/Dictionary method of teaching troubleshooting
The Ten Step Universal Troubleshooting Process
The Quadruple Tradeoff
Symptom acquisition and reproduction

Click here or here for other samples from this book.

This book is 221 pages. Here is the table of contents:

Part I: Discovery		1
Heather's Revenge		3
The Loser		67
The Discovery of the Attitude		71
Marching Orders		73
Exploiting a Commonality		75
Easiest First Isn't Always Easy		77
Universal is a Relative Term		85
The Lessons of THE ARTIST		101

Part II: Excellence		106
The Midas Touch in Customer Service		107
Gavin Gray		111
The Grapevine and the Buick		123
Sylvia's Bucking Buick		125
Luck: Master or Servant?		129

Part III: Room For Improvement		131
A Tale of Two Customers		133
Learn From Michael		137
A Legend Before His Time		141
The Man Who Banned Corrective Maintenance		143

Part IV: Intermittents		151
It Only Crashes Twice a Day		153
Relapse: The Persistent Intermittent		155
The Switch that Would Not Stay Rebooted		159
The Power Supply Event		161
The Phantom Keyboard Killer		165

Part V: Toolsmanship		170
Drilling for Dollars		171
Youth to Burn		175

Part VI: The Attitude		178
Litt Takes the Nine Count		179
Trouble Trouble, Miles from Home		183
Jerusalem B		189
The Hallmans Had a Hard Life		197

Look Inside

Table of Contents