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ACTIONLIST
Problem-solving Techniques

Getting Started
Problem solving is a key element in all levels of management, as well as many other jobs. Without problem-solving capabilities, no organization could exist for very long. Native intelligence, common sense, and education help us solve problems in our individual lives, and those same elements can also help us with organizational problems. However, if you are attempting to reorganize the business or implement a total quality management program, you need a systematic approach to problem solving, a process that allows people at all levels to contribute to finding solutions. This actionlist looks at a variety of issues, techniques, and resources to help you find your own best approach.

FAQs
Why shouldnt we just allow people to solve problems in their own way? In most situations, it is good to allow people to understand and then solve problems in their own way. However, using proven techniques of problem solvingones that are plainly mapped out and used uniformlyallows others to understand the problem and areas being explored. The process ensures that, whether talking about customer service or production quotas, others can get actively involved in solving the problem at any stage. Each problem is different; can you really use the same problem-solving technique in each case? While problems are always different, there are some common approaches and processes for solving them. Problems can be diagnosed and the various elements can be mapped whether youre talking about a manufacturing roadblock or an IT systems failure. Obviously, as an organization grows in size, so too does the need for more sophisticated techniques. Isnt problem solving just for those people who like to spend lots of time thinking? Surely finding a quick and ready solution is more important? It is true that we often notice the solution more than the problem. Thats because problems cause us headaches and can hold us up; solutions allow us to move forward. However, in order to be sure of having the right solution, spending time on using

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problem-solving techniques means you can be certain that you know the full effect of the problem, the possible knock-on effects, and the priorities for managing the situation. Doesnt a structured approach stifle creativity? Problem solving is not just about logical deductions; it is about finding new and alternative ways of resolving a situation. In fact, creativity can flourish through a structured process. Structure can also be limiting, though, so you must be mindful not to preclude a full exploration of the possibilities. If, for example, you are working in a group, dont allow members to become judgmental about ideas and dismiss them too early in the process. Practice letting go of your assumptions, and allow everyone to contribute in a way that suits them best.

Making It Happen
Problem solving is best done in groups, to ensure that a true win-win situation is achieved. Any problem-solving process requires the following steps. Identify the Problem Understanding a problem requires an ability to see it in its entiretyin breadth, depth, and context. Here are a number of ways to evaluate the scope of a problem:

recognitioncan you see or feel the problem? Is it isolated, or part of a bigger problem? symptomshow is it showing itself? causeswhy has it happened? effectswhat else is being affected by it?

The task then is to break the main problem down into smaller problems, in order to determine whether you are the right person or team to handle it. If not, you need to transfer the problem-solving process to those better equipped to deal with it. If the answer is yes, you need to ask additional questions, including: do you have the right resources? How long might the process take? What are some of the obstacles? What is the anticipated benefit? Once you get answers, move on to the next step. Find the Best Way of Gathering Data There are two important questions here: what do you need to know, and how are you going to get it? Most information can be accessed, but there are often time and resource issues involved with collecting and analyzing it. Remember that data collection may involve investigating the symptoms of the problem, the underlying causes, and/or the overall effects of the problem. Each may have different implications as to how the problem is viewed. Data-gathering techniques include:

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workflow analysis surveys and questionnaires flow charts group and/or one-on-one interviews

Brainstorm the Problem In any problem-solving exercise, there will be a need for brainstorming. There are five golden rules of brainstorming:

anything goesno evaluation or judgment by others hitchhikebuild on the ideas of others qualitystrive for quality be off the wallencourage wild and wacky ideas inclusivenessinclude others and encourage participation

Explore Options and Solutions Thinking outside the box can play an important role in understanding the perspectives of a problem, and their implications. Look at what others have done in the past, and dont ignore what may seem a crazy idea. It is best to cast the net wide when exploring solutions, so that there is a richness of ideas and possible options. Evaluate Priorities and Decisions Taking time to identify the most appropriate solution from your range of options is very important. Suggestions need to be winnowed down to a shortlist, containing only the most realistic possibilities. To do this, set some hard measures. Try to determine the costs and benefits of the suggested solutions. If, for example, you feel that outside investment is needed to solve a particular problem, calculate the payback period. You can then gauge whether your senior management team will accept it. Always understand that each possible solution has consequences, some of which may cause additional problems themselves. Force field analysisanalyzing the pros and cons of a given plan of actionis therefore crucial, so that the true benefits to the business can be evaluated. Force field analysis was developed by the management guru Kurt Lewin, as an aid to problem solving, decision making, and conflict prevention. It aims to promote change by identifying negative and positive factors in a situation, then working to lessen the negative by developing the positive.

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Select the Best Solutions for the Situation and Context The chosen solution needs to meet some key criteria. Do you have the necessary people, money, and time to achieve it? Will you get a sufficient return on investment? Is the solution acceptable to others involved in the situation? You should draw up:

a rationale of why you have reached your particular conclusion a set of criteria to judge the solutions success a plan of action and contingencies a schedule for implementation a team to carry out, be responsible for, and approve the solution

Implement the Solution and Make It Happen Implementation means having action plans with relevant deadlines and contingencies built in, also referred to as a Plan B. Any implementation needs constant review, and the implementation team needs to ensure they have the support of relevant management. Keep asking:

Are deadlines being met? Are team members happy, and is communication strong within and from the team? Has the team been recognized for their achievements? Are the improvements measurable? Is the situation reviewed regularly?

Evaluate the Solution This is where the two most important questions are asked.

How well did it work? What did we learn from the process?

All experience can be valuable in terms of adding to an organizations learning and institutional knowledge. Think of creating a case study that can be shared with others either at a conference or directly. Canvass peoples opinions regarding the effectiveness of the process and its outcome. Ask for areas of improvement that could be incorporated into a second phase. Dont be scared of involving your clients in any evaluation; this can convey a positive message if handled properly, and builds trust in your ability to troubleshoot problems and implement solutions.

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Be Aware of the Pitfalls of Problem Solving There are, of course, pitfalls that can make for ineffective problem solving.

Failing to involve the right people at the right time, particularly those outside the immediate group. Tackling problems that lie beyond the control of the team. Jumping to conclusions before truly understanding the depth or scope of the problem. Failing to gather sufficient data, either about the problem itself or some of the proposed solutions. Failing to right size the problem; people often work on problems that are too general or too large. Failing fully to support the conclusions reached or the solution identified.

Common Mistakes
You Use Too Many Techniques Dont try and use too many techniques. Find one that you feel will work well in the business. Often, when running workshops, the process becomes more important than the ideas and intellectual discussion. Getting the balance right is important. Your Team Is Too Narrow in Scope Dont limit your team to the people you like. Try and get representatives from different parts of the business to give a different angle on the problem. Always remember the following:

Often the exciting part of problem solving is identifying innovative solutions. But it is important to focus on the full picture, from problem identification through to final implementation and evaluation. Your ideas are only as good as the results you get. Creativity can often derail a problem-solving process. Getting the balance right between understanding the problem and finding imaginative solutions requires strong facilitation. Your solution will have an impact on other parts of the business, or the client. Make sure you think through the implications of the proposed solution and the implementation plan.

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For More Information

Books: Jones, Morgan D. The Thinkers Toolkit: Fourteen Powerful Techniques for Problem Solving. New York: Times Books, 1998. Rasiel, Ethan M., and Paul N. Friga. The McKinsey Mind: Understanding and Implementing the Problem-solving Tools and Management Techniques of the Worlds Top Strategic Consulting Firm. New York: McGraw-Hill Professional Publishing, 2001. Russo, J. Edward, and Paul J. H. Schoemaker. Decision Traps: Ten Barriers to Brilliant Decision-making and How to Overcome Them. New York: Fireside, 1990. Web Sites: Open Directory Project: www.dmoz.org/Reference/Knowledge_Management/Knowledge_Creation/Problem_Solv ing Quantum Bookscase studies, with links: www.quantumbooks.com/Creativity.html

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