Four Steps to Improved Problem Solving
In our last post we said that the most effective starting point for improving your problem solving was by ensuring you’re solving the right problem. Assuming you have, then it makes sense to go about finding a solution. That’s where a good process comes in. Remember, a problem is simply the variance between the current state and the desired state. To close the performance gap, it’s important to be deliberate about the steps you take. We believe following a simple, four-step process, will help you significantly improve the likelihood you’ll reach a favorable outcome.
Define: When asked, 85% of executives admit that their companies are poor at problem diagnosis (yet another problem). It’s hard to properly diagnose, let alone solve, a problem that is poorly defined. The best way to ensure the issue you’re addressing is the right one is by defining the problem in a way that paves the way for effective analysis. Using a team, bringing in outside experts, and thinking through various ways to formulate the problem are especially useful during this step.
Decompose: Once a problem is well defined, it’s tempting to jump right into ‘solution mode’—brainstorming ways to address the challenge. Resist this temptation because often times the solution to a problem isn’t as obvious as it seems at first. The problem needs to be broken down, or as we say decomposed, into potential causes. A logic tree or issue tree is an effective way to aid in thinking through the potential drivers of the problem. Structured thinking using an approach like this is a sure fire way to improve your odds of success.
Analyze: With the potential causes of the problem identified, now you can begin in earnest investigating the source(s) of the issue. You’ll want to examine each potential cause to determine if it is the root cause of the performance gap. A very effective technique for this is the “Five Whys”. By asking the question ‘why’ until you get to the point you can’t answer it anymore (typically this takes five times), you’ll end up at what will likely be the root cause. At that point, you can identify potential solutions.
Act: But a potential solution is just that—a potential solution. You’ll need to implement the intervention you’ve developed and then check to see if it actually solved the problem. There’s a chance it only addressed part of the performance shortfall. If it wasn’t a root cause after all, it might not have any of it. The reason you act and then recheck is to determine the degree to which improvement has been made and decide what you might do next.
Problem solving is something managers engage in every day. Unfortunately, they rely more on experience and intuition than structured thinking. No doubt, ‘gut feel’ can help in addressing challenges. It’s structured thinking, however, that will yield the most benefit, especially when the problems you face are complex.
If you’d like to learn more about strategic thinking, check out the Twelve Skills brief Unlocking Problem Solving.
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