Problem Solving Wrap-up

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.