Define the Problem First.
It seems obvious, but how many times have we gone to a problem-solving meeting and the discussion started with either whose fault was it or an assertion about the proper solution?
Explain what the problem is—what went wrong, what are the symptoms, what is the impact on your business and your customer’s business. These are the things that someone knows at this point in the problem solving process. If the someone is not you, and you’re leading the problem-solving effort, you need to do some research to find out. No guesses or assumptions allowed: the problem description must give the facts clearly and accurately.
Write it down. Writing the problem down forces you to describe it carefully, completely and unambiguously. The statement is a valuable tool to help focus your team on the real problem and avoid wasting time on extraneous issues. Everyone who reads it should understand what the problem is and why it’s important. No jumping ahead, either: you don’t know yet what caused the problem much less what you will do to fix it.
The written statement can also be used as a “sales tool” to explain what problem you’re solving and why it’s important. Use it to make sure you have the support you’ll need from management, your customer and any other key players. This is especially important if the significance of the problem is not universally understood or accepted.
The problem is defined when everybody who reads your problem statement, including you, understands what will be different when the problem is solved and your team agrees that it describes the correct problem.
copyright 2005. Jeanne Sawyer. All Rights Reserved.
Jeanne Sawyer is an author, consultant, trainer and coach who helps her clients solve expensive, chronic problems, such as those that cause operational disruptions and cause customers to take their business elsewhere. These tips are excerpted from her book, When Stuff Happens: A Practical Guide to Solving
Problems Permanently. Find out about it, and get more free information on problem solving at her web site: http://www.sawyerpartnership.com/.
The ability to solve complicated problems quickly is more
important than ever in today’s tough economy.
From the time we’re little kids, we’re taught to solve problems
by trial and error. That’s fine if the problem is as simple as a
burned out light bulb. When the problem is a muddle of business,
technical and political problems, we need something that helps
us untangle the mess. Unless you’re Harry Potter, treating a
mess like a burned out light bulb is as effective as wishing for
magic.
Fortunately, there are alternatives to magic. Many key concepts
in problem solving seem obvious but are often overlooked,
causing delays and frustration in getting important problems
solved. Here are some tips and reminders that will help you
solve messy problems quickly and easily.
** Define the problem first. Explain what the problem
is—what went wrong, what are the symptoms, what is the impact on
your business. Write it down. Everyone who reads it should
understand what the problem is and why it’s important. Caution:
describe the problem, not what you will do to fix it.
** Use your time for problems that are truly important.
Just because a problem is there doesn’t mean you have to solve
it. If you ask, “what will happen if I don’t solve this
problem?” and the answer is, “not much,” then turn your
attention to something more important.
** Test your assumptions about everything. Check the
facts first. Be sure that you and your team understand the
problem the same way, and that you have data to confirm that the
problem is important. Test the assumptions about proposed
solutions to improve the chances your solution will actually
solve the problem.
** Measure. The key question to answer is, “How will you
know when the problem is solved?” If you don’t measure, you
won’t know for sure. Use measurements to learn and portray the
truth—the real truth, not what you wish were true.
** Measure the right things. A common measurement trap is
to measure something because it’s “interesting.” If knowing a
measurement won’t change anything (e.g., help you make a
decision, verify an assumption or prove the problem is solved),
then don’t waste your time measuring it.
copyright 2005. Jeanne Sawyer. All Rights Reserved
Jeanne Sawyer helps her clients solve expensive, chronic problems, such as those that cause operational disruptions and cause customers to take their business elsewhere. Find out about her book, When Stuff Happens: A Practical Guide to Solving Problems Permanently, and get more free information on problem solving at her web site: http://www.sawyerpartnership.com/.
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