Seven Steps for Effective Problem Solving

in the Workplace
Problem-solving and decision-making. Ask anyone in the workplace if these activities
are part of their day and they answer 'Yes!' But how many of us have had training in
problem-solving?We know it's a critical element of our work, but do we know how to do
it effectively?

People tend to do three things when faced with a problem: they get afraid or
uncomfortable and wish it would go away; they feel that they have to come up with an
answer and it has to be the right answer; and they look for someone to blame. Being
faced with a problem becomes a problem. And that's a problem because, in fact, there
are always going to be problems!

There are two reasons why we tend to see a problem as a problem: it has to be solved
and we're not sure how to find the best solution, and there will probably be conflicts
about what the best solution is. Most of us tend to be "conflict-averse". We don't feel
comfortable dealing with conflict and we tend to have the feeling that something bad is
going to happen. The goal of a good problem-solving process is to make us and our
organization more "conflict-friendly" and "conflict-competent".

There are two important things to remember about problems and conflicts: they happen
all the time and they are opportunities to improve the system and the relationships.
They are actually providing us with information that we can use to fix what needs fixing
and do a better job. Looked at in this way, we can almost begin to welcome problems!
(Well, almost.)

Because people are born problem solvers, the biggest challenge is to overcome the
tendency to immediately come up with a solution. Let me say that again. The most
common mistake in problem solving is trying to find a solution right away. That's a
mistake because it tries to put the solution at the beginning of the process, when what
we need is a solution at the end of the process.

Here are seven-steps for an effective problem-solving process.

1. Identify the issues.

 Be clear about what the problem is.

 Remember that different people might have different views of what the issues
are.
 Separate the listing of issues from the identification of interests (that's the next
step!).

2. Understand everyone's interests.

  This is a critical step that is usually missing.
 Interests are the needs that you want satisfied by any given solution. We often
ignore our true interests as we become attached to one particular solution.
 The best solution is the one that satisfies everyone's interests.
 This is the time for active listening. Put down your differences for awhile and
listen to each other with the intention to understand.
 Separate the naming of interests from the listing of solutions.

3. List the possible solutions (options)

 This is the time to do some brainstorming. There may be lots of room for
creativity.
 Separate the listing of options from the evaluation of the options.

4. Evaluate the options.

 What are the pluses and minuses? Honestly!

 Separate the evaluation of options from the selection of options.

5. Select an option or options.

 What's the best option, in the balance?

 Is there a way to "bundle" a number of options together for a more satisfactory
solution?

6. Document the agreement(s).

 Don't rely on memory.

 Writing it down will help you think through all the details and implications.

7. Agree on contingencies, monitoring, and evaluation.

 Conditions may change. Make contingency agreements about foreseeable future

circumstances (If-then!).
 How will you monitor compliance and follow-through?
 Create opportunities to evaluate the agreements and their implementation. ("Let's
try it this way for three months and then look at it.")

Effective problem solving does take some time and attention more of the latter than the
former. But less time and attention than is required by a problem not well solved. What it
really takes is a willingness to slow down. A problem is like a curve in the road. Take it
right and you'll find yourself in good shape for the straightaway that follows. Take it too
fast and you may not be in as good shape.
Working through this process is not always a strictly linear exercise. You may have to
cycle back to an earlier step. For example, if you're having trouble selecting an option,
you may have to go back to thinking about the interests.

This process can be used in a large group, between two people, or by one person who
is faced with a difficult decision. The more difficult and important the problem, the more
helpful and necessary it is to use a disciplined process. If you're just trying to decide
where to go out for lunch, you probably don't need to go through these seven steps!

THE FOUR BASIC STEPS OF THE

PROBLEM-SOLVING PROCESS
In order to effectively manage and run a successful organization, leadership must guide their
employees and develop problem-solving techniques. Finding a suitable solution for issues can be
accomplished by following the four-step problem-solving process and methodology outlined below.

Step Characteristics

1. Define the problem  Differentiate fact from opinion

 Specify underlying causes
 Consult each faction involved for information
 State the problem specifically
 Identify what standard or expectation is violated
 Determine in which process the problem lies
 Avoid trying to solve the problem without data

2. Generate alternative solutions  Postpone evaluating alternatives initially

 Include all involved individuals in the generating of alterna
 Specify alternatives consistent with organizational goals
 Specify short- and long-term alternatives
 Brainstorm on others' ideas
 Seek alternatives that may solve the problem

3. Evaluate and select an alternative  Evaluate alternatives relative to a target standard

 Evaluate all alternatives without bias
 Evaluate alternatives relative to established goals
 Evaluate both proven and possible outcomes
 State the selected alternative explicitly

4. Implement and follow up on the solution  Plan and implement a pilot test of the chosen alternative
  Gather feedback from all affected parties
 Seek acceptance or consensus by all those affected
 Establish ongoing measures and monitoring
 Evaluate long-term results based on final solution

Free problem solving resources

Making the Connection (Webcast)

Problem Solving (Webcast)

One Good Idea: Some Sage Advice (Article)

Career Corner: Get Around the Box(Article)

Analytical Problem Solving (Article)

General Motors Technical Problem-Solving Group Drives Excellence(Case study)

Books for Sale

Root Cause Analysis

The Executive Guide to Improvement and Change (e-book)

Problem Solving Chart

1. Define the Problem

Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful problem-
solving techniques include using flowchartsto identify the expected steps of a process and cause-
and-effect diagrams to define and analyze root causes.
 The sections below help explain key problem-solving steps. These steps support the involvement of
interested parties, the use of factual information, comparison of expectations to reality and a focus
on root causes of a problem. You should begin by:

 Reviewing and documenting how processes currently work (i.e., who does what, with what
information, using what tools, communicating with what organizations and individuals, in what time
frame, using what format).
 Evaluating the possible impact of new tools and revised policies in the development of your “what
should be” model.

2. Generate Alternative Solutions

Postpone the selection of one solution until several problem-solving alternatives have been
proposed. Considering multiple alternatives can significantly enhance the value of your ideal
solution. Once you have decided on the “what should be” model, this target standard becomes the
basis for developing a road map for investigating alternatives. Brainstorming and team problem-
solving techniques are both useful tools in this stage of problem solving.

Many alternative solutions to the problem should be generated before final evaluation. A common
mistake in problem solving is that alternatives are evaluated as they are proposed, so the first
acceptable solution is chosen, even if it’s not the best fit. If we focus on trying to get the results we
want, we miss the potential for learning something new that will allow for real improvement in the
problem-solving process.

3. Evaluate and Select an Alternative

Skilled problem solvers use a series of considerations when selecting the best alternative. They
consider the extent to which:

 A particular alternative will solve the problem without causing other unanticipated problems.
 All the individuals involved will accept the alternative.
 Implementation of the alternative is likely.
 The alternative fits within the organizational constraints.

4. Implement and Follow Up on the Solution

Leaders may be called upon to direct others to implement the solution, “sell” the solution, or facilitate
the implementation with the help of others. Involving others in the implementation is an effective way
to gain buy-in and support and minimize resistance to subsequent changes.

Regardless of how the solution is rolled out, feedback channels should be built into the
implementation. This allows for continuous monitoring and testing of actual events against
expectations. Problem solving, and the techniques used to gain clarity, are most effective if the
solution remains in place and is updated to respond to future changes.