PROBLEM SOLVING

Definition The act of defining a problem; determining the cause of the problem; identifying, prioritizing and selecting alternatives for a solution; and implementing a solution. Problem-Solving Steps Recognize that there is a problem Identify the problem Generate alternative solutions Choose among the alternative solutions Implement the chosen solution Evaluate the solution

PROBLEM SOLVING Techniques for Recognizing Problems Comparison against others Monitor for weak signals Comparison of current performance with objectives or past performance Checklists Inverse brainstorming Listing complaints Role playing

PROBLEM SOLVING Techniques for Identifying the Problem Talking to others Consensus building Why-Why diagram Identify the Problem: Ask Who? Who says that this is a problem? Who caused or is causing the problem? Whom does it or will it affect? Who has done something about the problem?

PROBLEM SOLVING Identify the Problem: Ask What? What happened or will happen? What are the symptoms? What are the consequences to others? What circumstances surround the occurrence of the problem? What is not functioning as desired? Identify the Problem: Ask When? When did it or will it happen? When did it first occur?

PROBLEM SOLVING Identify the Problem: Ask Where? Where is the problem occurring? Where did it or will it have an impact? Identify the Problem: Ask Why? Why is this a problem? Why did it or will it occur? Why was nothing done to prevent the problem from occurring? Why did no one recognize and do something about the problem sooner? Why is a response needed now?

PROBLEM SOLVING Identify the Problem: Ask How? How should the process be working? How are others dealing with this or similar problems? How do you know this is a problem; what supporting information do you have? Problem Identification: Final Questions How will you know the problem is solved? What does the desired state look like? What data will you need to answer these questions?

1. DEFINE THE PROBLEM Defining the problem: (with input from yourself and others) Ask yourself and others, the following questions: a. What can you see that causes you to think there's a problem? b. Where is it happening? c. How is it happening? d. When is it happening? e. With whom is it happening? (HINT: Don't jump to "Who is causing the problem?" f. Why is it happening? g. Write down a five-sentence description of the problem..

DEFINE THE PROBLEM Defining complex problems: break it down Verifying your understanding of the problems Prioritize the problems: consider "important" and "urgent" problems. Understand your role in the problem: very stressed out, very guilty about your role in the problem. Problem Statement: The end result of problem identification. Brief, clear, to-the-point identification of the specific problem to be addressed, including the key rationale for why it should be solved. (write down.)

2. LOOK AT POTENTIAL CAUSES FOR THE PROBLEM a. Get input from other people who notice the problem and who are affected by it. b. It's often useful to collect input from other individuals one at a time (at least at first). c. Write down what your opinions and what you've heard from others. d. Seek advice from a peer or your supervisor in order to verify your impression of the problem. e. Write down a description of the cause of the problem and in terms of what is happening, where, when, how, with whom and why.

3. IDENTIFY ALTERNATIVES FOR APPROACHES TO RESOLVE THE PROBLEM a. At this point, it's useful to keep others involved. -Brainstorm for solutions to the problem. Very simply put, brainstorming is collecting as many ideas as possible, then screening them to find the best idea. -It's critical when collecting the ideas to not pass any judgment on the ideas -- just write them down as you hear them.

INDIVIDUAL TECHNIQUES FOR GENERATING SOLUTIONS Analysis of past solutions Fresh eyes Mind mapping Sleeping on it Visualization What if? GROUP TECHNIQUES FOR GENERATING SOLUTIONS Brainstorming Nominal group technique

GROUP PROBLEM-SOLVING Principles » Don’t jump to solutions before defining the problem » Solve problems close to the source » Attend to the interests of all stakeholders » Team-based knowledge driving systems change Skills » Brainstorming » Facilitation and mediation » Process improvement Brainstorming A process for generating new ideas by drawing on collective wisdom and synergy in a group. Facilitation and Mediation Use of third parties in problem solving

GROUP PROBLEM-SOLVING MODEL A four-step, interest-based problem-solving model: 1) What is the problem/issue? 2) What interests are involved/what are the root causes? 3) What are our options? 4) On what combination of options can we agree?

ADVANTAGES OF USING A GROUP Shared knowledge and experience will broaden the search and generate more alternative solutions. Leads to a better understanding of how and why a decision was made and it will be accepted more readily. Members who are willing to take more risks and those who avoid risks contribute to the scope of possible solutions and move each other to the middle ground of risk taking in choosing a solution for implementation. Collective judgment is usually better than that of an individual.

LIMITATIONS OF USING A GROUP Pressure to conform may negatively influence decision-making. One person may dominate the group. A group requires more time to reach a decision than do individuals. Groups generally don’t make better decisions than an expert or someone with special knowledge and skills.

4. SELECT AN APPROACH TO RESOLVE THE PROBLEM When selecting the best approach, consider: a. Which approach is the most likely to solve the problem for the long term? b. Which approach is the most realistic to accomplish for now? resources? Are they affordable? time to implement the approach? c. What is the extent of risk associated with each alternative?

CHOOSING AMONG ALTERNATIVE SOLUTIONS How practical is the idea? Is it realistic? How cost-effective is it? Can it be easily implemented by a limited number of individuals, or does it require that large numbers of other people be convinced that it is a good idea? Will they be easy to convince? Is the idea consistent with the directions already undertaken by the organization?

5. PLAN THE IMPLEMENTATION OF THE BEST ALTERNATIVE (THIS IS YOUR ACTION PLAN) a. Carefully consider "What will the situation look like when the problem is solved?“ b. What steps should be taken to implement the best alternative to solving the problem? What systems or processes should be changed in your organization, for example, a new policy or procedure? c. How will you know if the steps are being followed or not? (these are your indicators of the success of your plan) d. What resources will you need in terms of people, money and facilities?

5. PLAN THE IMPLEMENTATION OF THE BEST ALTERNATIVE (THIS IS YOUR ACTION PLAN) e) How much time will you need to implement the solution? Write a schedule that includes the start and stop times, and when you expect to see certain indicators of success. f) Who will primarily be responsible for ensuring implementation of the plan? g) Write down the answers to the above questions and consider this as your action plan. h) Communicate the plan to those who will involved in implementing it and, at least, to your immediate supervisor. (An important aspect of this step in the problem-solving process is continually observation and feedback.)

IMPLEMENT THE CHOSEN SOLUTION What resources are needed? Who else within the organization needs to approve the solution to the problem, and what will it take to win their approval? What has to happen in order to implement the solution; what are the steps in implementation? Who is going to be involved, and what will they do? When will the various phases of implementation take place?

6. MONITOR IMPLEMENTATION OF THE PLAN Monitor the indicators of success: a. Are you seeing what you would expect from the indicators? b. Will the plan be done according to schedule? c. If the plan is not being followed as expected, then consider: Was the plan realistic? Are there sufficient resources to accomplish the plan on schedule? Should more priority be placed on various aspects of the plan? Should the plan be changed?

7. VERIFY IF THE PROBLEM HAS BEEN RESOLVED OR NOT One of the best ways to verify if a problem has been solved or not is to resume normal operations in the organization. Still, you should consider: a. What changes should be made to avoid this type of problem in the future? Consider changes to policies and procedures, training, etc. b. Lastly, consider "What did you learn from this problem solving?" Consider new knowledge, understanding and/or skills. c. Consider writing a brief memo that highlights the success of the problem solving effort, and what you learned as a result. Share it with your supervisor, peers and subordinates.

PROBLEM SOLVING SUMMARY Summary of the problem solving process 9. Evaluate the solution 7. Implement the solution 5. Identify alternative approaches 4. Identify potential courses 3. Define the problem 1. Recognize and identify the problem 8. Monitor Implementation 2. Select best solution 6. Plan Implementation