Problem Solving Techniques

Objectives

• Understand Problem Solving
• Analyze Problems
• Work with Problem Owners and Stakeholders
• Develop effective problem statements
• Determine causes
• Avoid problem-solving traps

Understanding Problem Solving

• A professional in any occupation should be a problem solver
• People who can identify, define and solve problems are valued members of an organization
• Problem solving guidelines: Identify yourself as a problem solver, Recognize problems, Select an intuitive/systematic approach for solving problems and Make decisions

Key problem solving concepts

• A problem is an obstacle that stands in the way of achieving a desired goal
• Intuition is knowledge of something without having to discover or learn it, and it is typically your first reaction to a problem or question
• When someone solves a problem intuitively, they react immediately and automatically, without following a particular procedure
• Systematic problem solving takes reasoned and rational approach and is appropriate for larger, more complicated problems
• One systematic problem-solving method is to adapt a solution from a prior problem and apply it to a current situation
• Decisions are choices made when faced with a set of options or alternatives
• Decisions can also be thought of as tiny problems to solve, then apply problem-solving techniques to guide choices
• The Basic problem-solving steps are: Identify problems, Gather information, Clarify the problem, Consider possible solutions, Select the best option and Make a decision and monitor the solution

Analyzing Problems

• Companies rely on employees to identify problems and solve them
• Much of the effort in problem solving involves understanding what the underlying issues really are
• Defining the real problem is the first major milestone on the way to a solution
• Do's and Don'ts for analyzing problems: Look for deficiencies, Interview and gather data, Observe as much as possible, Ask what not who and have a reality check

Problem Owners and Stakeholders

• When someone solves a problem for someone else, that person is the problem owner
• Stakeholders are people who are also affected or whose involvement you need to resolve the matter
• Do's and Don'ts for working with problem owners and stakeholders: Solicit input from the problem owners, Recognize opinions and assumptions
• Communicate progress clearly, Communicate regularly with problem owners and stakeholders using e-mail, memos, and other documents to create a log of conversations, ideas, alternatives, and solutions
• Do homework carefully
• Provide choices and recommend the best solution along with one or two other alternatives, and explain the pros and cons for each and let the problem owner make a final decision
• Promote solution with efforts and results to the problem owners and stakeholders with a persuasive report or powerful presentation

Effective Problem Statements

• A problem statement is a clear, concise description of the problem and the effect to expect from the solution
• The purpose of the problem statement is to describe a single problem objectively
• Include the problem statement in proposals, progress reports, and discussions with stakeholders
• Guidelines for developing problem statements: Describe the ideal situation, Briefly summarize the problem, Identify symptoms of the problem, Describe the size and scope of the problem, Identify the consequences and Explain any other research or investigation that you may pursue

Determining Causes

• It is common to overlook the root cause of problems and focus only on symptoms
• Complex situations usually involve interrelated problems, each with a different cause
• To link a problem to its cause, you must perform a root-cause analysis, a study that determines the real basis for the problem
• To determine causes: Differentiate between symptoms and causes and look for more than one cause
• Consider the costs and although you should identify the basis of a problem before solving it, attacking the root causes is not always the best approach
• Use the 5 Ways technique and challenge each answer with another "why" until the root cause of the problem is determined, each answer should help further clarify the cause.
• Creating a cause-and-effect diagram assists in this

Simplifying Complex problems

• Identify the major symptoms and ask others for their observations and create a list of their suggestions, working backwards from each symptom to identify its root causes and consider each problem individually
• Problems are often best resolved when considered independently and each subproblem identified and its root cause and applied to a solution, ensure to not disregard related subproblems
• Consider how changes affect others
• Rank the subproblems and consider how each contributes to the overall level of dissatisfaction, ask which is causing the most significant deviation from what want or expect then rank from most to least important of what to focus efforts on
• Subproblems are often tightly interrelated, consider how various issues affect each other and look for interdependencies
• Delegating portions of the problem to people who can more effectively resolve them magnifies efforts and contributes to their success

Managing Risks and Fall Back Planning

• Identify all risks, costs, and potential rewards before making a decision
• Seek solutions that are low risk and high reward
• Testing solutions involves a limited test run to reveal strengths and weaknesses
• Communicate the test results to everyone involved in order to get a diverse take
• Create a fall-back position or backup plan in order to keep all parties involved aware of what will change or occur next
• Keep everyone informed and avoid any surprising actions

Avoiding Problem-Solving Traps

• Solving problems demands logical thinking, creative thinking, willingness to redefine goals and acceptance of solutions that manage rather than eliminate problems
• Habits and biases that are unacknowledged, impair problem solvers abilities to solve problems
• Avoid the positive outcome bias.
• Avoid "not invented here"
• Avoid the need for quick closure
• Avoid the bandwagon effect.
• Avoid self-serving bias