Effective Problem Solving Requires A Systematic Approach

Identify Primary Issues

Often problems are stated in terms describing symptoms rather than root causes. It is a common pitfall for managers to react to these symptoms and take action to resolve them without identifying their underlying causes. To avoid this misstep, managers should stand back and examine the problem to identify actual causes and the degree of difficulty involved in resolving the issue.

Identification of the primary issue is key to the rest of the resolution process. If not properly identified, the manager can waste valuable time and resources on inapplicable solutions.

Frame the Problem

Framing is another word for structuring the problem. Once the preliminary issue has been identified, framing allows the manager to structure the problem in the proper context, identifying the resources and potential solutions that may need to be employed. It should be noted that how a problem is framed does create a bias toward one solution over another. For instance, in terms of accounts, compare, “How can this problem be solved without impacting my profitability?” to “How can this problem be resolved to the customer’s complete satisfaction?” One solution is clearly customer focused while the other is internally focused. The solutions framed by both questions will produce markedly different results.

Gather Information

The third phase of problem solving is the gathering of facts and information to clearly define the extent of the problem and point to the causes. One pitfall managers must be cognizant of is not to discount information that challenges their perceptions and personal biases.

The key to information gathering is to go about it in a systematic manner that allows facts and data to be developed in an organized fashion.

Identify and Prioritize Potential Solutions

As information and data are organized, correlated and analyzed, a series of possible solutions should begin to emerge. When able, managers should use brainstorming techniques with all of the involved parties to identify several paths to take. At this point, limiting factors and other criteria should not be considered. The key is to flesh out ideas and concepts, group them and develop a final series of potential solutions to be considered.

Once the list of all potential solutions has been created, the manager should examine the feasibility of each in regard to time, cost, ease of use, satisfaction and any other important criteria. Solutions should then be ranked from best to worst.

Agree on Optimal Solution

The ideal solution is the one that is acceptable to all parties. The top one or two potential solutions should be considered and modified to meet the needs of all concerned. A win-lose solution may be expedient, but will create ill will in the long-term; as such, where possible it is always better to arrive at a win-win solution.

Assimilate Lessons

The final aspect of problem solving often overlooked by managers is the ability to assimilate the lessons learned from the situation and to refer back to those lessons when a similar problem arises.

Managers need to establish a system to learn from the results of their past decisions. This may require that they periodically spend several hours, once or twice a year, to review those decisions and their subsequent impact and ramifications on their business.

Excerpt: Problem Solving: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD

Correctly Framing Problems Pinpoints the Right Solution

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For Additional Information the Author Recommends the Following Books:

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Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series