Problem Solving

Problem Solving Model

The following problem-solving model can be used to solve problems.

Phase One: Assessment

Accurate problem assessment is the most critical step in the effective problem-solving process. During the assessment, a manager gathers all possible information about the problem, determines the real problem or root cause and formulates alternative problem statements.

• Become aware of the problem.
• Gather information about the problem.
• Identify the real problem/root cause.
• Formulate the problem and alternative statements.
• Look for the obvious.

Separating the pieces of a problem allows you to focus your energy on those areas that most affect the initial problem – and at the same time let you see the problem.

At this point, you do not have to analyse or conclude anything.

Just jot down as many parts and pieces of the problem as you can think of.

Many problems have several related causes, some major and some minor. To be effective, you need to devote your time to the major causes that can be changed. With today’s tight schedules, you simply do not have time to do everything. Therefore, fix the things that matter most by making them visible components, determining causes and results – and then assigning priorities only to the causes.

A simple way to assign priorities is to use the categories of:

• “Seriousness”.
• “Urgency” and “Growth”.

Rate each suspected cause as having a high (H), medium (M) or low (L) degree of (1) seriousness (2) urgency and (3) growth.

Seriousness: How serious is this cause in relation to the other causes?

• How big is it?
• How bad is it?
• How frequently is it occurring?
• Money-wise, how important is this part of the problem?

Urgency:

• Do I have to drop everything else and take care of this today?
• Can I do it just as well next week?
• Can this part of the problem wait until next month?

Growth

• If I do not take care of this cause now, will it get worse?
• Will it soon spread out of control?
• Does it have a growing financial impact?

Phase Two: Finding Solutions

Postpone the selection of one solution until several problem-solving alternatives have been proposed. Considering multiple alternatives can significantly enhance the value of your ideal solution. Once you have decided on the "what should be" model, this target standard becomes the basis for developing a road map for investigating alternatives. Brainstorming and team problem-solving techniques are both useful tools in this stage of problem-solving.

Many alternative solutions to the problem should be generated before the final evaluation. A common mistake in problem-solving is that alternatives are evaluated as they are proposed, so the first acceptable solution is chosen, even if it’s not the best fit. If we focus on trying to get the results we want, we miss the potential for learning something new that will allow for real improvement in the problem-solving process.

Practical guidelines to consider:

• Postpone evaluating alternatives initially
• Include all involved individuals in the generating of alternatives
• Specify alternatives consistent with organizational goals
• Specify short- and long-term alternatives
• Brainstorm on others' ideas
• Seek alternatives that may solve the problem

Phase Three: Evaluate and Choose the Best Solution

Skilled problem solvers use a series of considerations when selecting the best alternative.

• Evaluate alternatives relative to a target standard
• Evaluate all alternatives without bias
• Evaluate alternatives relative to established goals
• Evaluate both proven and possible outcomes
• State the selected alternative explicitly

Phase Four: Plan and Implement the Solution

After deciding about the solution, we implement the decision by effective planning. Good planning is a step-by-step process for avoiding potential problems.

As a supervisor, you will have to direct others to implement the solution, "sell" the solution or facilitate the implementation with the help of others. Involving others in the implementation is an effective way to gain buy-in and support and minimize resistance to subsequent changes.

Regardless of how the solution is rolled out, feedback channels should be built into the implementation. This allows for continuous monitoring and testing of actual events against expectations. Problem-solving, and the techniques used to gain clarity, are most effective if the solution remains in place and is updated to respond to future changes.

Now that we have decided, we are ready to write a planning statement in objective form. A planning statement is simply a description of exactly what we want to accomplish. Such a statement should have the following three characteristics:

• Quantifiable
• Result
• Completion date

After you have written a planning statement, you can then develop the steps you will take to achieve them. As you identify the steps in your plan, establish completion dates for each step. But do not assign a final number to your steps at this point, as you may need to add additional steps later.

As an example, I know a person – let’s call her Elizabeth – whose planning statement was “to become a manager in her organization within four years”. The initial steps of her plan looked something like this:

Phase Five: Evaluate

Evaluation is the last step in the problem-solving process. Once implementation starts, it is critical that the manager continuously evaluate the outcomes and if necessary, adapt the plans to ensure effective implementation.

Once we have:

• Develop effective, relevant plans.
• Involved those people crucial to the success of the plan(s).
• Articulated appropriate, desirable goals.
• Established relevant evaluation processes.
• Focused on appropriate performance indicators.
• Covered a range of contingencies.

We will probably feel we have covered everything. Well almost; there are two important areas still to be considered – maintenance and evaluation.

Maintenance planning is often called follow-through. Developing a plan and implementing it can be a waste of time and resources if enough attention is not paid to keeping it in place. Regular monitoring, ongoing support, intermittent rewards and recognition are the important factors in keeping any newly implemented plan alive. Having these in place at the start give much greater certainty of having our plan carried through to completion.

The ramifications of new plans keep managers in work. Everything we do has consequences; some anticipated, others not: Staying alert to the formulation of new plans and developments; being prepared; anticipating results; picking up on unexpected outcomes; and being on the spot and ready to move are all prerequisites for an ongoing process of development and growth towards the desired future state.

It is important to keep our networks alive and monitor what is going on around us. “Keeping your fingers on the pulse” is vital to achieving success as a manager. This basically means that we should engage in low-level diagnosis constantly so that when a crisis arises, we could respond quickly and effectively. When less urgent problems surface or new vistas open; we will be able to deal with them or take advantage of them with a minimum of bother.