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.