In previous posts, I addressed the process of defining the problem. Now, you can get down to business and take satisfaction in solving the problem. During this process, you’ll use project management tools that plan the project phases, map the workflow and arrive at a solution.
The example I used about the couple selecting a travel destination in part six of this series contained a fairly easy problem to solve. However, the business challenges you face can be quite difficult. Events leading up to the problem are often obscure, confused or misstated. There may be many possible causes of the problem obscuring true root causes.
Sounds like a lot of work? It can be. But, breaking the process in smaller chucks helps. I offer you these four steps to the problem solving process: Structure the Issues, Plan an Analysis, Execute the Analysis and Find the Solution. I will cover each of these steps in detail.
Step 1: Structure the Issues. You are going to follow the same path any great scientist would use when researching a problem and developing a solution. You have a question and want to develop a hypothesis. Take some time to think about, and outline, the underlying issues. What is causing the problem? What are the potential answers to the problem?
The diagram shows an example of a key question many companies want to solve: What should we do to retain and attract the best and brightest talent?
Think about possible reasons for this issue…
- Leadership. Teams don’t trust their leaders, understand their vision or appreciate them.
- Awards and Recognition. From a simple pat on the back or thank-you note to year-end awards, it’s just not happening.
- Training and Development. Few people think this environment is a place to grow. It’s just a job.
- Compensation. Most believe the grass is greener elsewhere and think the competition is paying more.
With four potential issue areas, possible root causes need to be addressed! This is done as part of Step 2, Plan the Analysis.
Step 2: Plan the Analysis. Hypotheses are tentative conclusions in regards to problems or opportunities. Now you need to further develop the issues into a complete hypothesis and document all components of the issue as we know them. Let’s look at a couple of the potential issues continuing with this same example.
This diagram shows you may have one or multiple hypothesis statements for each issue. While these are neatly organized, realize they still are just hypothesis statements. Potential aspects of the problem still need to be solved. We still need to get the facts and validate the hypothesis.
The first issue is Leadership. There are two hypothesis statements…
- Our current leaders are not trusted and seen as a key reason for our slowing growth.
- We lack focus, direction and vision.
The second issue is Awards and Recognition. There are two more hypothesis statements…
- Team members do not feel appreciated for the tremendous amount of effort required.
- We have very few official programs recognizing top performers.
In this post, I discussed steps 1 and 2, Structure the Issues and Plan the Analysis, for solving a problem. Next up in the Communicate to Win series, Part 10 – Four Steps to Solving Problems, I’ll continue down this same path by addressig steps 3 and 4, Execute the Analysis and Find the Solution.