So What is the Problem?:
How often, during a normal business day, when you hear there is a problem, do you have a negative feeling? Almost like a behavior modification stimulus, you immediately feel frustration. The problem appears to be the enemy and the task is to "get rid of it" or even better, to ignore it and hopefully it will go away. What would happen if this perception was reframed and the problem was seen as "the gap between where you are and where you want to be"? Problem solving as a process that moves you from where you are to where you want to be, can be an experience that is energizing and fulfilling, rather than draining and disheartening. With this perspective, you might approach solving the problem differently. The first step is to analyze the process you have used before and determine if the same process would work now. Have you been satisfied with the outcomes? Were you able to move from where you were to where you wanted to be? If the answer, most of the time, is "no" then consider acquiring new skills. Failing to achieve the desired result is often a function of not adequately and clearly identifying the problem. It is not unusual to prematurely define the problem and actually be working towards a solution for a symptom of the problem rather than the real problem itself. For example, let's assume employee turnover is the problem. The first thought may be that you cannot find loyal employees. With this in mind, you keep hiring until you find that unique one. Perhaps, the real problem is not finding loyal employees; rather it is developing loyal employees. The problem so defined will require very different solutions. With the problem clearly defined, the next step is diagnosing the magnitude of the problem. Every problem has opposing forces working to maintain the status quo. Make a list of what forces are preventing the change and which forces are encouraging change. Include every possible force: psychological; organizational; interpersonal; etc. Continuing with the example of keeping loyal employees, develop two lists. One covering the forces in your company that promote the idea that most employees are not loyal and the other promoting the idea that employees can be very loyal. By examining these forces, you will have clarity about those forces preventing change and those that will support change. With this information there is a much greater likelihood of reaching a resolution. The next two steps in the problem solving process are deciding upon alternative strategies and implementing the most desirable of those strategies - the who, what, when, where, how and by what deadline. These steps are made easier by the earlier work done to really determine the problem and how big it is. Finally, the last step is to evaluate the results - what aspects of the process were successful and which were not. As a leader, solving problems is an everyday occurrence. By redefining the way problems are addressed and the process used to create successful outcomes, problem solving can be an opportunity to fill the gap rather than an onerous task needing attention. ©2000-present Flight Unlimited - All Rights Reserved |
