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Solving Problems

Guest post by: Robert Whipple

Article Overview: Learning how to resolve problems efficiently is a skill some organizations need to study. We are surrounded by problems that wear different masks. How we react to these not only governs the quality of our working lives, but also determines how effective and profitable our organizations are. This paper deals with some tips on problem solving in the real world.

Solving Problems

Many groups flounder or become paralyzed when problems arise. A panic sets in and people lose perspective. Good leaders model sound problem-solving skills. They encourage an atmosphere where logic, rather than emotion, prevails. This is done in a rational and deliberate fashion that keeps people calm.

When facing a problem, put things into perspective first. Give people a chance to vent and voice their concerns. Quickly focus energy on the issue as a challenge to be overcome, rather than a calamity. Keep people from "cause-jumping," assigning a cause before the data is examined. Assemble the right resources based on the nature and severity of the problem. Avoid overkill, but make sure you have enough horsepower and knowledge to understand the problem.

Examine the situation in a logical manner. What are the facts? List observable symptoms and, most importantly, what is not happening that you might expect under these circumstances? This allows you to identify boundaries of the problem. List probable causes in a logical analysis, and begin to eliminate those that do not fit the data. Finally, find a way to test the cause to see if it is the root cause of the problem.

Identifying the root cause as opposed to the immediate cause is critical to obtain a lasting fix. For example, we once had a packaging line that started to nick boxes of product making them unacceptable. Analysis of the problem indicated a push-rod was out of position. It required adjustment.

• Before realigning the rod, we asked why it was out of position. Answer: it had come loose due to a loose setscrew.

• Before replacing the setscrew, we asked why it was loose. Answer: it was vibrating more than usual.

• Before we dampened the vibration, we asked why this was occurring. Answer: it had a very sloppy bearing on a rotating shaft above it.

• Before replacing the bearing, we asked why it was sloppy. Answer: it had no lubrication; it had become dry.

• Before lubricating the bearing, we asked why it was dry. Answer: The technician did not do the preventive maintenance on the machine.

• Before bawling out the technician for not doing his job, we asked why this happened. Answer: Management did not have a good backup policy for vacations, so nobody did his work while he was gone.

After finally reaching root cause, we were able to put fixes in for all the symptoms in a way that solved the problem for good, and many other problems lurking below the surface were thwarted.

The technique of asking "why" at least 5 times is a good guideline for getting to the root cause of problems. Good leaders keep probing until the root cause is found. This isn't all drudgery, either. In fact, it can be quite comical as most problems, when traced back far enough, become management failures. Seek out opportunities to keep the atmosphere light and enjoyable, even in the midst of tough challenges.

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Article Tags: analysis, leadership, Problems, solutions, trust



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Re: LEADERS - Nice post, i like the Doers and the listeners comments from my handbook 8.5 HOW MUCH DO YOU KNOW ABOUT LEADERSHIP? Planning Problem Solving Vision Innovation Leadership Emotional Intelligence Delegation Communication Self-Development Relationship Building Commercial Financial skills Personal Energy Ethics Transparency Even there I see that we are missing "PASSION"
Entrepreneurs come up with "The Big Idea" - A question we have been asked more than once recently, by both aspiring entrepreneurs and entrepreneurship researchers, is: How do entrepreneurs come up with "The Big Idea"? The most recent case was an MBA student who really wanted to become an entrepreneur but felt he could never come up with a "big idea". Well, in our experience the reality is that most successful entrepreneurs didn't think they were going to come up with a big idea either! Our advice to this MBA was straightforward. Don't look for big ideas, look for problems that need solving. Problems are a much easier starting point and act as a focus for creativity and innovation - providing you can be passionate about it and are prepared to devote an obsessive level of attention to the important details. At our core we are all resourceful, creative creatures once we have a problem in front of us. Ideally the problems that you should seek should be in an area where you have experience / expertise. That will help ensure you really understand the problem and increase the likelihood of you being able to formulate an intelligent and practical solution, incorporating the potential for a competitive advantage. Virtually all the ventures we know arose out of dissatisfaction with the current state of things. Viewing innovation and entrepreneurship as the process of identifying problems, devising potential solutions and then implementing those solutions is often more useful and productive as a perspective.


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