In the past two weeks we talked about problem solving and specifically the first two steps: defining the problem and identifying causes. Here is the fun 3rd step in the process: Brainstorm Alternative Solutions.
Most of the time we have difficulty solving problems because we limit ourselves in terms of acceptable solutions. Einstein said "Never try to solve a problem using the same language with which it was presented to you." In other words, reframe the problem so that it more accurately describes what you are trying to accomplish. By doing so it may cause you to look at solutions you had not considered.
For example, if the problem is trying to get a submerged boat to the surface, you might be asking "How can I bring to a boat to the surface?" but perhaps a better question is "What can make a boat float" which might suggest ways to remove weight from the sunken boat or even fill the hull with styrofoam balls in order to make it float. In other words, looking at this problem differently can present different options for solutions.
If you think you are not creative, think again. This is not rocket science, but it does involve looking at a problem differently. You might ask, for example, how would nature solve this problem? How could I solve this problem if I had unlimited resources? How could I solve this problem if I could access additional expertise? How could I solve this problem using different materials, sizes or shapes, assumptions or other changes to the equation.
A solution that lasts...
Many of our solutions to problems do not last because we felt at the time we had to choose between one or two options, both of which had shortcomings. If you cannot change the shortcomings, then generate more options. If necessary, get other people to help you, describe the problem as a project for your staff, or ask someone totally unfamiliar with your environment. Many times someone unfamiliar with the environment makes a suggestion that at first may seem crazy, but might make sense with some modification.
The phrase is virtually worn out but we must "think outside the box." The box is not a real box, but is the box we constrain ourselves to when we insist on connecting the dots in a logical fashion. (In the traditional 9 dot exercise, you learn that you must connect the lines by extending them beyond the artificial box created by the dots.)
So before you give up on solving the problem, have another go at it and throw your best creative energy into it by developing more options. Remember that in brainstorming, no idea is criticized, it is simply captured for later review. Allowing yourself to think freely can bring up opportunities you've never considered.
Sometimes it is helpful to write the question on a card in language such as "How can we ..." and place it where you will see it several times a day. As your sub-conscious looks at this question, it sometimes can generate some ideas seem that come to you "out of the blue."
Good luck and let us know how things go.
What to do this week
On your next problem, especially one that doesn't have a short fuse, take some time and generate more options instead of thinking only of solutions. Capture all ideas then begin narrowing down.
Friday, April 24, 2009
Saturday, April 11, 2009
Problem Solving Part 2
Last week we talked about the 6 step problem solving model and the importance of properly defining the problem. We said that it is impossible to solve the problem unless you have properly defined it--otherwise you run the risk of solving the wrong problem or developing a solution that is not sustainable.
Let's talk about step 2: Identify Causes
There are numerous data analysis tools available on the internet and through commercial vendors to help you solve technical problems, but on simpler problems is helpful to simply ask "Why" 5 times. For example:
Why is this machine operating improperly?
(because it is not maintained on schedule)
Why is it not maintained on schedule?
(because no schedule is posted and people forget to do maintenance)
Why is it no schedule posted?
(because that task has not been assigned to anyone)
Why has that task not been assigned to anyone?
(it has not been seen as a high priority task)
Why is it not seen as a high priority task?
(because the supervisor has insisted on maintaining output instead of shutting the machine down for maintenance)
Following the logic above, you can get to the root cause of the problem--the supervisor is insisting on output instead of maintenance. Now you could go further and ask why that is and it could get back to miscommunication, unclear goals, or numerous other causes--including your instructions.
Once I was asked to train bank tellers on how to prolong conversations with customers to learn more about their needs in order to possibly sell them additional products. In one of the first training sessions, the tellers reported that they receive bonus based on how many transactions they complete (not how much they sell). Completing transactions rapidly was seen as a way of reducing wait time for customers. Clearly there was a misalignment between corporate goals and compensation. While this may seem like an unusual occurrence, it is far too common even in a small organization. It is a reminder to constantly check against misalignment between stated goals and expected performance--sometimes employees get caught in the middle.
What to do this week
Take 30 minutes and jot down one or two problems that have continued to plague your organization for some time. Then start the process of asking "Why" 5 times to see where it leads you. If necessary, ask 10 times until you get to what you believe is the root cause of the problem so that it can be solved.
Let's talk about step 2: Identify Causes
There are numerous data analysis tools available on the internet and through commercial vendors to help you solve technical problems, but on simpler problems is helpful to simply ask "Why" 5 times. For example:
Why is this machine operating improperly?
(because it is not maintained on schedule)
Why is it not maintained on schedule?
(because no schedule is posted and people forget to do maintenance)
Why is it no schedule posted?
(because that task has not been assigned to anyone)
Why has that task not been assigned to anyone?
(it has not been seen as a high priority task)
Why is it not seen as a high priority task?
(because the supervisor has insisted on maintaining output instead of shutting the machine down for maintenance)
Following the logic above, you can get to the root cause of the problem--the supervisor is insisting on output instead of maintenance. Now you could go further and ask why that is and it could get back to miscommunication, unclear goals, or numerous other causes--including your instructions.
Once I was asked to train bank tellers on how to prolong conversations with customers to learn more about their needs in order to possibly sell them additional products. In one of the first training sessions, the tellers reported that they receive bonus based on how many transactions they complete (not how much they sell). Completing transactions rapidly was seen as a way of reducing wait time for customers. Clearly there was a misalignment between corporate goals and compensation. While this may seem like an unusual occurrence, it is far too common even in a small organization. It is a reminder to constantly check against misalignment between stated goals and expected performance--sometimes employees get caught in the middle.
What to do this week
Take 30 minutes and jot down one or two problems that have continued to plague your organization for some time. Then start the process of asking "Why" 5 times to see where it leads you. If necessary, ask 10 times until you get to what you believe is the root cause of the problem so that it can be solved.
Tuesday, April 7, 2009
How To Solve Problems
Most of us go about our daily routine solving problems without even thinking about it. But sometimes a lot can be gained by exactly that: thinking about it.
Likely you have heard of the 6 step problem solving model. For review, here it is again:
1. Define the problem
2. Identify causes
3. Brainstorm alternative solutions
4. Evaluate and select the best solutions
5. Implement the best solution
6. Evaluate results and ensure the solution is imbedded
For the next several Learning Links, we will discuss problem solving using the model above. For now, let's focus on defining the problem. Odd enough, this is the step that is often shortchanged or omitted entirely. If you don't accurately define the problem, chances are the solution is going to be inadequate or fatally flawed. The simplest way to define the problem is the difference between the actual and desired state. In other words what is going on now and what should be going on? What is the gap between those two and (later) how can we close it?
What's the question?
It is often helpful to define the problem as a specific question. For example, "How can we do more with less using existing resources?" Notice that stating the problem this way makes certain assumptions, namely that we will not add additional resources and that we will increase output or efficiency. So it becomes obvious that defining the problem correctly makes a huge difference in how you approach solutions.
As you are defining the problem you may find it helpful to collect data and examples to substantiate your case. It is important to do this objectively so that the data is not selectively chosen to support your definition of the problem, but rather provides unbiased input. An example comes to mind of a water purification plant in which there had been a recent change in the work shifts of employees. For some reason, data indicated that there began to be a substantial increase in bacteria on Monday and Tuesday which did not show up on other days. The known issues are: there was a change in work schedules, and impurities increased. After a long series of investigations and data gathering, it was finally determined that the shift changes primarily affected weekend shifts meaning that portions of the purification plant had begun to close down on Sundays. This allowed bacteria to collect and grow resulting in the increased readings on Mondays and Tuesdays as the infrastructure flushed out impurities. As you see, having reliable data made a huge difference in solving the right problem and actually saved time in the process.
Assumptions
Another key issue in defining the problem is to surface and clarify assumptions you may be making. If you were assuming last year, for example, that the economy would continue to grow, then your business model probably would be very flawed. Looking back, it is easy to see how such factors should have been considered, but if the assumption is that things will remain more or less the way they are or will get better, then you could be in for a surprise.
What to do this week
On your next problem solving experience, even a small one, take the time to define the problem on paper and phrase it as a question. Draw a very crude graph of what the actual state is and the desired state and if possible put numbers/measures to it. Then begin getting data to confirm that this is the actual problem. (In future sessions we will talk about brainstorming solutions and evaluating those solutions).
Likely you have heard of the 6 step problem solving model. For review, here it is again:
1. Define the problem
2. Identify causes
3. Brainstorm alternative solutions
4. Evaluate and select the best solutions
5. Implement the best solution
6. Evaluate results and ensure the solution is imbedded
For the next several Learning Links, we will discuss problem solving using the model above. For now, let's focus on defining the problem. Odd enough, this is the step that is often shortchanged or omitted entirely. If you don't accurately define the problem, chances are the solution is going to be inadequate or fatally flawed. The simplest way to define the problem is the difference between the actual and desired state. In other words what is going on now and what should be going on? What is the gap between those two and (later) how can we close it?
What's the question?
It is often helpful to define the problem as a specific question. For example, "How can we do more with less using existing resources?" Notice that stating the problem this way makes certain assumptions, namely that we will not add additional resources and that we will increase output or efficiency. So it becomes obvious that defining the problem correctly makes a huge difference in how you approach solutions.
As you are defining the problem you may find it helpful to collect data and examples to substantiate your case. It is important to do this objectively so that the data is not selectively chosen to support your definition of the problem, but rather provides unbiased input. An example comes to mind of a water purification plant in which there had been a recent change in the work shifts of employees. For some reason, data indicated that there began to be a substantial increase in bacteria on Monday and Tuesday which did not show up on other days. The known issues are: there was a change in work schedules, and impurities increased. After a long series of investigations and data gathering, it was finally determined that the shift changes primarily affected weekend shifts meaning that portions of the purification plant had begun to close down on Sundays. This allowed bacteria to collect and grow resulting in the increased readings on Mondays and Tuesdays as the infrastructure flushed out impurities. As you see, having reliable data made a huge difference in solving the right problem and actually saved time in the process.
Assumptions
Another key issue in defining the problem is to surface and clarify assumptions you may be making. If you were assuming last year, for example, that the economy would continue to grow, then your business model probably would be very flawed. Looking back, it is easy to see how such factors should have been considered, but if the assumption is that things will remain more or less the way they are or will get better, then you could be in for a surprise.
What to do this week
On your next problem solving experience, even a small one, take the time to define the problem on paper and phrase it as a question. Draw a very crude graph of what the actual state is and the desired state and if possible put numbers/measures to it. Then begin getting data to confirm that this is the actual problem. (In future sessions we will talk about brainstorming solutions and evaluating those solutions).
Thursday, April 2, 2009
What did you say?
One of the biggest challenges we all have in our busy work life is to truly listen to someone else. Listening to what someone says is not the same as truly hearing them.
The only way you can demonstrate to someone that you have truly heard them is to paraphrase back what they say. Paraphrasing it is not a natural act. Most of us find a lot of reasons not to do this because it feels awkward, like we may be "mocking" the person by repeating back what we heard them say. (That is not the case, incidentally.)
Maybe we should reexamine the value of good paraphrasing.
Here are some reasons why we should paraphrase what we hear before we take action:
The only way you can demonstrate to someone that you have truly heard them is to paraphrase back what they say. Paraphrasing it is not a natural act. Most of us find a lot of reasons not to do this because it feels awkward, like we may be "mocking" the person by repeating back what we heard them say. (That is not the case, incidentally.)
Maybe we should reexamine the value of good paraphrasing.
Here are some reasons why we should paraphrase what we hear before we take action:
- Paraphrasing makes the other party feel valued because they are assured someone is listening. The fact that you can play back to them exactly what you heard indicates you are truly listening.
- It make sure you "get it"--that you hear and understand what they're saying.
- You get credit for getting it--they know you're listening because you repeated it back.
- It forces you to concentrate--to stay in the moment with the other party. If you intend to paraphrase back what they say, you truly have to listen intently (as opposed to planning your next comment or question).
- Paraphrasing allows you to clear up anything you misunderstood--and that can avoid communication misfires.
- It also allows the other party to clear up anything they did not communicate clearly--it actually causes them to think more clearly.
- It encourages the other party to talk more and to give further explanation.
- It is more conversational--less interrogational. Nothing sounds more threatening to someone then when we fire a series of questions toward them with no "bumpers" between them in the form of paraphrasing.
- Paraphrasing is also great way to show empathy by playing back to the person that we heard their concern as well as the emotion behind their concern.
- It helps you stay on track and avoid getting derailed from what you intended to talk about.
- Sometimes it helps the other party hear the flaw in their argument. If they have presented a case for doing something that really does not make sense, it will sound questionable when you paraphrase it back to them as well.
- It also helps nail down commitments--when you paraphrase back to someone what you heard, you have clarified the expectation and commitment that both parties are making.
- It enables you to lead by example by communicating with others the way you would like to be communicated with. It serves as a great model for communication with customers as well.
So, what you think? Is this truly an underutilized leadership skill? What could it add to better communication in your personal and work life?
What to do this week
In your very next conversation, make it a point to be truly "in the moment" with the other person and listen intently to what they say. Then paraphrase back exactly what you heard and ask "Did I understand you correctly?" It sounds so simple, but it can produce great payback in better communication. Try it and let us know how it goes.
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