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At one point I worked with a financial services firm and we had this really cool program that
when we first launched it was doing really well. Both from a customer stand point and from a
financial stand point. The problem came up when and all of a sudden all the financial numbers
started tanking and everybody started freaking out. We didn't know what was going on. And it
was pretty important for me to solve it, because it was a program I was responsible for. So
given the complexity of that problem, I used the five-step problem-solving process. And the
steps of the process are really simple and straightforward.
In the first step, you pin the problem. You define what the issue is, what the goals of the
stakeholders are, what previous efforts looked like, and you come out of that first step with a
really clear definition of what the problem is. You can't just rush ahead into solving a problem
if you don't know what the issue is. Next, is identifying all the issues that could be
contributing to that problem. Because a lot of times a first glance, you may say, that's the
issue. But you'll find you go through the process from there, you're really solving a symptom.
So this step of creating a logic map helps you expand what all the possible issues are that are
contributing to the problem from the first step. And what that will enable you to do is find the
real root cause that you're going to solve for. The third step of the process is identifying your
best guess. So once you have all those issues listed out, starting to identify small solutions that
could solve each of those and then prioritizing your efforts because you don't have time, I
don't have time to go out and chase every single one of these solutions.
So, this step is really about homing in on, that's the one solution that seems like it could be the
biggest and we're going to chase that one first. The fourth step of the process is taking that one
idea, that one hypothesized answer and then doing your analysis. Because if your organization
is anything like the ones I've been part of, you need a lot of data and a lot of support to take
these big ideas and prove your case. So this fourth step of the process is doing that analysis,
getting that in-depth information to say, yes, that's really what's causing this and that is the
size of the prize.
And then the fifth step of the problem solving process is taking that answer, turning it into a
recommendation and pitching it to your stakeholders, because you'd have to convince people
that this is the right answer and the resources I'm asking for to go out and solve it are
resources you should give me because I've proven my case. So with that financial services
firm we walked through that five step problem solving process. We found the root cause, we
found what the issue really was, and it wasn't what we initially thought.
And we're able to prove that case with analysis, make the recommendation to our
stakeholders, and make the required changes, and financial performance turned around ,and
everybody was happy with the result because we used that five step process. So as I go
through this course what I recommend is, you pick a business problem you're trying to solve.
Pick something you haven't been able to crack before, something that's ambiguous and
confusing, and then apply the five steps of the problem solving process to your problem. And
hopefully on the back end you'll come out with a clear, concise recommendation that's really
going to be the solution.