This is the last Learning Links dealing with the problem solving model. In this edition will cover implementation (step 5) and evaluation of the results (step 6).
Just for review, here are the six steps 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
In step 5, we implement the best solution based on the criteria that we established and the options we generated in step 4. It may seem at first that the best solution is will be based on cost but that is not always the case. There well may be other criteria far more important, such as convenience, fairness, future implications, etc.
Also in implementing the solution, we have to take into account the impact on people, the consequences of change and the lost productivity which is inevitable as the solution is implemented. Remember that in the last issue we said that today's problems, in some cases, are the result of yesterday's solutions. So choosing the right solution is important, but so is how it is implemented. Because this stage is so important, you may want to convene an ad hoc group to look at potential (unforeseen) consequences of the implementation.
In step 6, we evaluate results and ensure the solution is imbedded. This is a tall order because it involves monitoring the results and consequences of the decision using real data. Typically there's plenty of anecdotal data to tell us whether the solution is working--data such as individual reactions, attitudes, etc. But the results must be in line with the criteria we established earlier and it must affect the problem in a significant way. In some situations, this may take months to assess. In others, it may be obvious immediately that the solution is not working--and why.
Another part of evaluating the results is to identify the lessons learned during the process. Implementing a major change in an organization can reveal cultural issues and numerous other problems which were not visible earlier. For example, a customer service organization can breeze along pretty happily as long as no one is too fussy about excessive costs. But when cost cutting measures are put into place, issues ranging from morale to equipment maintenance can interfere with successful implementation. Merging departments or even companies is particularly messy in this regard since personal feelings and ownership become as much an issue as the cost savings or financial "reasons" for the merger. I've seen companies that have been merged for several years still plagued by teams that label themselves as company A or B not company C, the new name.
Assuming that the data supports moving forward with the solution, it is important to align systems and structures to fit the new environment. For example, in shifting from a commission only arrangement to a paid sales environment, performance management systems and goal setting systems need to reflect the change. Nothing creates more problems than people feeling "ambushed" by a system that ensures their failure. So the lesson is this: whenever you make significant changes to the organization, step back and look at the infrastructure and systems in place to make sure they are in alignment with the change.
The problem solving model we've been discussing for the last several weeks is one that has evolved from a number of sources and is based on lots of experience. Failing to follow a good model can doom your change effort to failure. It can also install a solution that is worse than the original problem. So the takeaway is to use a proven method for solving problems rather than intuition or guesswork which can actually prove dangerous.
What to do this week
Think of how you can collect objective data in the implementation of the problem you're trying to solve to determine if results are actually better in fact. Forcing yourself to be objective about measuring the outcome can be invaluable.
Thursday, May 14, 2009
Saturday, May 2, 2009
Problem Solving Part 4
This is another in the series on problem solving, using the 6 step problem solving method. Just for review, here are the steps 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
So now that we've defined the problem, identified causes, and generated options it is time to begin to (step 4) evaluate options and make a decision. This step is very important because it forces you to look critically at some things which normally can contaminate problem solving.
First, determine the criteria for deciding on solutions
Let's suppose, for example, you have no budget to solve this problem. So your first criteria is a cost free solution. That means everything with a price-tag is ruled out. So be really clear about the criteria. (Sometimes this gets us into looking at the sacred cows in an organization, with phrases such as "You can't change the feedback system because it is from HQ." Typically solutions tiptoe around those sacred cows.)
Separate must have from want
The recent downturn in the economy has forced us all to think more openly about what is a "must have" versus what is merely a want. For example, a second car might be nice in terms of family convenience. It is definitely a want but is not a must have unless the primary breadwinner can't get to work any other way.
Systematically test alternatives
Before implementing a final solution, figure out a way to test the options under consideration. For example, solving the problem of staffing the reception desk at lunchtime might include not staffing it at all to see what problems that creates. A standby receptionist could be available as you test doing without a receptionist for that hour.
Perform risk/threat analysis
Sometimes our solutions bring new problems--and in fact in Systems Thinking, we learn that most problems are the result of yesterday's solutions. So it's important to think critically about the new risks or threats being introduced by a change. In the receptionist example above, not staffing during the lunch hour might create a security issue if no one can see who is coming in the building.
Identify unanticipated consequences
This is a serious concern. Many times we make decisions to solve a problem without thinking about the consequences of that decision. In more than one case, we have seen companies make a decision to allow special parking near the building for executives who must come and go frequently, but the unintended consequence is that it creates an elitist perception that damages morale. In one high-tech company we worked with, the decision was made to forego technical training because of budget considerations. Suddenly there was a brain drain as highly qualified people left the company fearing stagnation if they were not constantly trained on state-of-the-art processes.
As you can see, deciding on a solution is not as easy as it seems. But if you use the five steps above, perhaps it will bring some objectivity to your analysis of the options. Most decisions are not irrevocable, but they do have fairly immediate consequences. So it is important that we critically think through the options under consideration.
What to do this week
On a new problem or one of the issues you have wrestled with from prior Learning Links, apply the evaluation steps above to determine if the increased objectivity changes your mind about which option you select.
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
So now that we've defined the problem, identified causes, and generated options it is time to begin to (step 4) evaluate options and make a decision. This step is very important because it forces you to look critically at some things which normally can contaminate problem solving.
First, determine the criteria for deciding on solutions
Let's suppose, for example, you have no budget to solve this problem. So your first criteria is a cost free solution. That means everything with a price-tag is ruled out. So be really clear about the criteria. (Sometimes this gets us into looking at the sacred cows in an organization, with phrases such as "You can't change the feedback system because it is from HQ." Typically solutions tiptoe around those sacred cows.)
Separate must have from want
The recent downturn in the economy has forced us all to think more openly about what is a "must have" versus what is merely a want. For example, a second car might be nice in terms of family convenience. It is definitely a want but is not a must have unless the primary breadwinner can't get to work any other way.
Systematically test alternatives
Before implementing a final solution, figure out a way to test the options under consideration. For example, solving the problem of staffing the reception desk at lunchtime might include not staffing it at all to see what problems that creates. A standby receptionist could be available as you test doing without a receptionist for that hour.
Perform risk/threat analysis
Sometimes our solutions bring new problems--and in fact in Systems Thinking, we learn that most problems are the result of yesterday's solutions. So it's important to think critically about the new risks or threats being introduced by a change. In the receptionist example above, not staffing during the lunch hour might create a security issue if no one can see who is coming in the building.
Identify unanticipated consequences
This is a serious concern. Many times we make decisions to solve a problem without thinking about the consequences of that decision. In more than one case, we have seen companies make a decision to allow special parking near the building for executives who must come and go frequently, but the unintended consequence is that it creates an elitist perception that damages morale. In one high-tech company we worked with, the decision was made to forego technical training because of budget considerations. Suddenly there was a brain drain as highly qualified people left the company fearing stagnation if they were not constantly trained on state-of-the-art processes.
As you can see, deciding on a solution is not as easy as it seems. But if you use the five steps above, perhaps it will bring some objectivity to your analysis of the options. Most decisions are not irrevocable, but they do have fairly immediate consequences. So it is important that we critically think through the options under consideration.
What to do this week
On a new problem or one of the issues you have wrestled with from prior Learning Links, apply the evaluation steps above to determine if the increased objectivity changes your mind about which option you select.
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