8 Tips For Solving Problems

How much of your day do you spend problem solving?  It could be responding to requests from senior leaders, helping team members work through an issue, or just figuring out where to park in the morning. 

If you’re anything like me, it seems like every day is a stream of problems waiting to be solved (or prevented). 

Problem solving is the bread and butter of all leaders – it’s what we do and where we shine.  Not only do we tackle problems directly, we are charged with empowering and coaching others to solve continually more challenging problems. 

There are many ways to go about solving a problem. Some of these tips might be used on their own, or you may decide to employ multiple approaches when working to figure out and fix a problem. 

Tip 1: Know When You Are Stuck 

To solve a problem, we need to know that we have a problem. This may be a frivolous point but it is not always obvious. Key signs that you are stuck: 

I do not know how to proceed. 

I haven’t got a clue. 

Why is this not working? 

However, it can be more subtle than that. Repeatedly trying over and over again without progress is also being stuck. To know that we are stuck, we have to realize a solution is not immediate. To get better at this, I recommend saying out loud “I am stuck” whenever it is relevant. So to summarize: identify you have a problem, be aware the solution is not immediate, state that you are stuck. 

Tip 2: Understand The Problem 

Often a problem is hard because we are unsure what we are being asked, or asking ourselves, to do. Poorly defined problems rarely lead to quick “ah-has!” Spending time to understand the problem is a neglected part of the problem solving process. Typically, there are many strategies for demystification. One way is to rephrase the problem in several manners, each time using simpler and simpler language. Another is drawing a picture or diagram. I often ask myself: Do I have enough information to move forward? Finally, refactoring a problem can be useful; that is, changing the structure of the problem to make it more understandable.  

Tip 3: Picture The Solution 

Even if you found the solution, would you know it? Drawing a picture of the solution can be surprisingly insightful. It does not matter if the solution ends up being different to what you draw it can still be useful. Picturing the solution helps us know when we have found the treasure. It also facilitates backward problem solving.  

Tip 4: Think Like A Scientist 

Despite not all problems being scientific ones, thinking like a scientist can be rewarding. As a (good) scientist you generate hypotheses about your problem. For each one, rank them by how plausible they might be. Begin with the simplest avenues and eliminate those that are unreasonable or unlikely. Finally, have a plan and execute it. Know what you are going to do and have a reason for doing it. 

Tip 5: Try and Verify 

We can simply be paralyzed by not knowing which direction to take. First, return to tip 4 before trying anything else. If we are still stuck, then let us just try something at least. Trying something we have little confidence in can raise uncomfortable feelings. Be prepared to feel uncomfortable or silly – a bad answer can still be useful. We may miss the mark but then we can orient ourselves around this. Once you have taken a guess remember to check if we have made any progress – have we learnt anything new about the problem? 

Tip 6: Recall Your Past Experiences.  

When a problem needs to be solved fairly quickly, heuristics may be a better approach. Think back to when you faced a similar issue, then use your knowledge and experience to choose the best option possible. If you succeed via trial-and-error, you're more likely to use those same actions and ideas that led to your previous success when you face the problem again. Your past experience can inform and shed light on the problem you face now. Recall. Explore. 

Tip 7: Don’t Jump to Conclusions 

It’s easy for us to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought. 

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.   

Tip 8: Ask for Help 

Getting opinions from your peers can expose you to new perspectives and unique solutions. Friends, families or colleagues may have different experiences, ideas and skills that they can contribute to help you find the best solution to your problem. 

Consider asking a diverse range of colleagues or peers to share what they would do if they were in your situation. Even if you don't end up taking one of their suggestions, the conversation may help you process your ideas and arrive at a new solution. 

Solving complex problems may be difficult but it doesn't have to be excruciating. You just need the right frame of mind and a process for untangling the problem at hand. Luckily for you, there are plenty of techniques available to solve whatever problems come at you in the workplace. 

6 Mistakes to Avoid When Problem Solving

Every day we face challenges and problems in life, both big and small, and so it’s very important to be good at tackling them. However, that can be easier said than done, and if we make one of these mistakes when trying to solve a problem, we might make the situation worse instead.

Finding the best solutions to problems is a necessary skill for navigating the changes that are continuously affecting our company. Organization that take a proactive and structured approach to problem solving position themselves to overcome obstacles and take advantage of opportunities. This approach comes from making a concerted effort to avoid the following six common problem-solving mistakes.

Mistake 1: Not Involving the Right People

When the right people are excluded from the problem-solving process, the proposed solutions can be one-sided or limited. Different perspectives help to better understand the problem at hand. Resist the trap of allowing busy schedules and a desire for quick resolution to allow people to be excluded. However, this doesn’t mean that everyone needs to be involved. Progress may be slower when too many people participate. The most effective problem solving teams include representatives from various levels in the firm who share their perspective and insights.

Mistake 2: Lack of Alignment

Certain people may agree that a problem exists, but that doesn’t mean that everyone has the same problem in mind. People often have different expectations, opinions on issues and goals, and potential solutions. Effective problem solving requires getting everyone on the same page. When this doesn’t happen, there is a risk of running in different directions – this means that everyone may cross a finish line, but no one wins the race. Take the time to define and document issues and get alignment before attempting to solve a problem. The result will be better solutions.

Mistake 3: Looking for Blame Instead of Prevention

People don’t wake up intending to create problems during their work day. Errors do occur at work, but the overwhelming majority is unintentional. “Blame” is sometimes confused with “accountability,” and accountability within an organization has come to refer to disciplinary action. Accountability actually means taking responsibility for actions and instigating specific steps so the problem is less likely to occur again—and it does not require punishment. The blame-and-punish approach teaches others in an organization that, if they make a mistake, they should make sure no one finds out.

Mistake 4: Lack of Clarity

Many times, a problem solving team is assembled and they immediately discuss possible causes or solutions. Team members may have different information or a different understanding of the problem. Discussions are confusing, disjointed and inefficient. We do not have a common purpose. Rushing into analysis with a vague problem statement is a clear formula for long hours and frustrated customers.

Create a clear problem statement devoid of an unnecessary or distracting description. A clear problem statement contains an OBJECT (the thing which has the problem) and the DEFECT (undesirable condition or defect). The famous inventor, Charles Kettering, stated, “A problem well stated is a problem half solved.” Once we have this statement, we can start asking “why” questions to dig deeper into the causes, and all team members have a common focus and understanding.

Mistake 5: Assuming There is A Singular Cause

Most incorrectly believe that root-cause analysis ultimately finds one cause. When asked to define a root cause, they typically say, “It’s the one thing that caused the problem to happen.” A longer explanation might go as follows: “Root cause is the fundamental cause that, if removed or controlled, prevents the problem from occurring.” More significant than just a “cause,” they say, the root cause, if eliminated, prevents the problem from occurring. This seems reasonable, but in reality it’s just not accurate.

Mistake 6: Lack of a Problem Solving Method

Rather frequently, companies – notably management – demand swift action when facing a problem. Well, there is nothing wrong with a bias for action but what often results is “cutting corners” in the rank and file. Finding the best solutions starts with having a structured approach to problem solving.

Root cause analysis is a fact-based methodology. Many of the problem solving tools are similar. 5Whys, Ishikawa Fish-bones, 8Ds for automotive, A3 for Lean, PDCA, DMAIC for Six sigma….All “logically” based fact systems and follow how the basic "instinctive" brain works, you set a goal, brain storm ideas, evaluate it, you do it, and see whether it works. The difference is the level of complexity. This is why PDCA is a cycle, in every turn you can understand different parts of the problem. The more complicated the problem or the improvement, the more you need to repeat the cycle.

Of all things needed to foster a problem solving culture, training is the most important, allowing and expecting associates to be systematic. Socratic questioning works best! The reason is simple: the problem is usually smarter than us and will always win over shortcuts.

Effective problem solving doesn’t happen by accident. It takes time, commitment and a methodical approach. Businesses can fall into these pitfalls with problem solving if they fail to give the issue at hand the correct level of priority and importance. Remember, for every month this problem continues, your business could be losing out!

People love to solve problems. However, people will avoid problem solving situations when they are unsure of how to approach the issue. If we keep in mind the practical rules of problem solving, we shouldn’t shy away from any business puzzle.

Just don’t put the cart before the horse.

Stop Firefighting at Work, Make Time for Change

Many leaders often feel like there is an endless list of fires to put out in their business, with another popping up every time one is extinguished. They end up in a vicious cycle of knowing they need to improve, but feeling unable to get to the root cause of a problem before it bursts back to life, sending them rushing over to the fire extinguisher again.

Productivity goes down, profitability goes down, and the constant day-to-day battling demotivates staff. Meanwhile, managers have no time to work on the things that would really benefit the organization.

Fire fighting is popular because it is exciting. Furthermore, it is a win-win situation for the fire fighter. If the fix works out, the fire fighter is a hero. If it doesn’t, the fire fighter can’t be blamed, because the situation was virtually hopeless to begin with. Notice that it is to the fire fighter’s advantage to actually let the problem become worse, because then there will be less blame if they fail or more praise if they succeed.

When constant firefighting is the norm, it’s easy to fall into the trap of seeing the fire extinguisher as the hero. But it’s important to remember that fire extinguishers do not prevent fires from occurring. The fires will only stop once learning and root cause problem solving are valued over the firefighting itself.

But the real problem is the people in charge. Fighting fires instead of developing a plan to stop fire fighting and making sure it will not happen again is the job of management. Most of us deplore the firefighting style, yet many managers and organizations perpetuate it by rewarding firefighters for the miraculous things they do. In fact, it may be the absence of a vision and plan that cause your organization to be so reactive, and spend a lot of time fire-fighting rather than proactively meeting the needs of your customers. This is all easier said than done, of course, but if you get things right the first time, there's usually not much fire-fighting later.

To prevent firefighting becoming the norm, leaders instead need to develop a culture of problem solving and fixing issues at the source. This is a skill that can be learnt. A good problem-solving manager will always begin by asking the Five Whys to get to the root cause of every issue.

Once the Whys have been identified, the next question should be “How can we stop this happening again?” This is a crucial part that many organizations tend to miss.

Empowering people

The next step is to delegate responsibility, rather than pass problems up the chain. Supervisors and staff members need to be empowered to ask the Five Whys and solve small issues themselves, thereby freeing up time for managers to focus on more important tasks and preventing other fires from occurring.

This requires coaching, which takes time and energy, but if you were to compare it to all the time and energy you spend fighting the same recurring problems, the investment is more than worthwhile.

Visual Management

Visualizing performance can be a useful tool in preventing fires from breaking out. This often takes the form of visual management boards showing metrics such as SQCDP (Safety, Quality, Cost, Delivery, People), which was certainly missing in the example of Company A above.

Standardization

Another way of looking at a problem is to see it as a gap between the ‘standard’ and what’s actually happening in reality. Once you have identified the root cause of the gap (using the Five Whys) and how to close it, you create a new Standard Work to replace the old one.

If you don’t have any standard work instructions or operating procedures in place to begin with, it’s difficult to solve problems because you have nothing to compare against – you cannot really identify what went wrong.

When introducing a new standard to your organization, always use the Plan, Do, Check, Act (PDCA) cycle to ensure changes are planned and analyzed effectively before being adopted.

Improvement doesn’t just happen.  It takes time, and in the pressure pot of our day to day activities, there is never enough time to improve our situation. The structure of Lean permits and requires time be set aside for improvement. If managers do not definitively provide time for the task of improvement, then people will know that they are not serious about making improvement a formal part of the work.

There can be no improvement without the time and resource commitment from management to solve problems.

Five Problem-Solving Mindsets You Should Embrace

Whether you are trying to improve productivity, resolve a quality issue, or resolve conflict; there is one critical factor which is often overlooked – a problem solving mindset. A problem solving mindset is essential in almost every are of life. Even with the best planning and preparation, things can go wrong. When this happens, your problem solving mindset will enable you to find the best path forward. You will be able to achieve your objectives quicker, help others find solutions to their problems, and reduce conflict and stress. When you have an effective problem solving mindset, you become a valuable resource for colleagues, friends, and family. 

The following are critical mindsets to embrace for more effective problem solving. 

1. Embrace the Challenge 

Do not take it as a problem, a pain or a burden, think of it as an opportunity to prove your value and it will definitely look much easier rather quickly. Problems don’t go away by ignoring them, if your competitors are doing better than you maybe isn’t luck, maybe we can improve our performance; just take it. 

2. Be Curious 

Do not look at things, see them instead; have an active observation of all the facts and ask yourself why things are the way they are even if they have always been that way. Don’t be afraid of asking, things many times have no clear reason to be on certain manner, they simply are that way because it was the best someone imagined at some point, but it can be certainly improved. 

3. Relentless Experimentation 

Complex problems don’t give up their solutions easily. Don’t rely on historical data, but experiment, learn and fail fast when dealing with a new situation. Be a restless experimenter. Through relentless experimentation and continuous discovery, you deepen your understanding of the issues, accumulate interdisciplinary knowledge or unique insight for figuring out optimal solutions.  

4. Be Critical 

Don’t spend time obsessing over what’s gone wrong, focus on the solution. Analyze problems through multiple lenses. Look beyond the common or typical solutions to seek a broader point of view. Come up with all the possible solutions, weigh their pros and cons, and make a more informed decision. When you see a problem with a fresh perspective, you see it as an opportunity to grow and come up with a new solution. Give them a chance to solve the problem.  

5. Show, Don’t Tell 

There’s a fine line between supporting and fixing. See your problems as opportunities to grow. When you attempt to solve someone else’s problem by giving advice or offering action, remember that you don’t want to rob the other person of the opportunity to use their own skills. 

There is a place for offering advice or your opinion, but I would suggest that you try giving it when asked, rather than by default. Practice listening, offering empathy, and perhaps asking questions that support the other to look within. Encourage them to seek their own answers. Remind them that their intuition knows best, and that it’s always there to provide answers much better than those anyone else could give. 

A problem solving mindset is crucial in every walk of life. When you have a problem solving mindset you understand the differences between actually solving the problem and merely changing the nature of the problem. When you have a problem solving mindset you have a range of skills and attributes which enable you to find the most appropriate solution to implement, in order to bring about the desired change.  

Avoid These Common Problem Solving Pitfalls

Finding the best solutions to problems is a necessary skill for navigating the changes that are continuously affecting our company. Organization that take a proactive and structured approach to problem solving position themselves to overcome obstacles and take advantage of opportunities. This approach comes from making a concerted effort to avoid the following five common problem-solving mistakes.

Pitfall 1: Involving the wrong people

Often when a problem needs to be solved, a team is quickly pulled together of people who may have done this kind of thing before and those who have the spare capacity. While the logic in this decision making is clear, it doesn’t actually lead to the best teams.

Your best man for the job might be disappearing under work, but if the problem is strategically significant to the business it should be more important to clear his decks than to find someone else.

If the right people are not involved from the start your problem may not be solved as quickly or efficiently as you want, which could make the rest of your employees disengage from the process.

Pitfall 2: The problem isn’t clear

Sometimes the problem is more a lack of coherence about what actually needs to be done, rather than any direct issues with the ability of the team.

Poor project goals such as solve the sales issue or reduce scrap rates are fine as ultimate goals or outcomes, but they are too vague to actually tackle the problem. Often when problem statements are written in this way the project encounters issues as the person running the project doesn’t know if they are fixing the right problem, they can’t know when they’re finished working on it as they have no yardstick and if they have no clear starting point it will be tough to prevent the issue returning.

Problems need to be articulated clearly to indicate exactly what the issue is so instead of reduce the scrap rates the project should aim to reduce the scrap rate from 30% to 5% by the end of the year.

Pitfall 3: Lack of data

This brings us nicely to the next pitfall; a lack of data. Imagine you know exactly what the problem is – the sister factory in Germany is producing output with a higher defect rate, or the customer representatives in London are reporting a sharp drop in repeat business – you should be able to get to work identifying the cause and solving the problem.

But the only reason you know this problem exists is through anecdotal evidence – you’ve not collected any hard data on it. If you start to make improvements now, it will be impossible to know when you’ve done enough to achieve an acceptable defect rate, and it won’t be possible to show how much you’ve reduced the defect rate by.

Without hard evidence, it will be challenging to show that any new processes are actually an improvement so it won’t be long before people slide back into old habits.

Pitfall 4: Addressing a symptom not root cause

Brainstorming sessions are great for getting ideas flowing, but activity should not be mistaken for achievement. Finding solutions that don’t address the root of the problem only leads to more problems in the long run.

Pitfall 5: No systematic / scientific approach

Rather frequently, companies – notably management – demand swift action when facing a problem. Well, there is nothing wrong with a bias for action but what often results is “cutting corners” in the rank and file. Finding the best solutions starts with having a structured approach to problem solving. Of all things needed to foster a problem solving culture, training is the most important, allowing and expecting associates to be systematic. Socratic questioning works best! The reason is simple: the problem is usually smarter than us and will always win over shortcuts.

Effective problem solving doesn’t happen by accident. It takes time, commitment and a methodical approach. Businesses can fall into these pitfalls with problem solving if they fail to give the issue at hand the correct level of priority and importance. Remember, for every month this problem continues, your business could be losing out!

People love to solve problems. However, people will avoid problem solving situations when they are unsure of how to approach the issue. If we keep in mind the practical rules of problem solving, we shouldn’t shy away from any business puzzle.

Just don’t put the cart before the horse.

4 Techniques for Better Brainstorming

It’s often said that inspiration strikes when you least expect it, but that’s a rather inefficient way to drive innovation and creativity. Just think of a time when you, or a team you were on, needed to solve a particular problem. As soon as you begin thinking of ideas, your mind goes blank.

The point of brainstorming is to produce a comprehensive list of potential ideas, solutions or plans. When done well, brainstorming should increase participation, reduce inhibition, stimulate ideas, increase creativity and be a group process.

The general rules for all brainstorming methods are:

• Focus on quantity first-capture as many ideas as possible.
• Encourage and welcome all ideas - ask the team to dig deep and think beyond the obvious - every idea submitted should be captured.
• Hold off on judgment, criticism or reality checks - this should be a “safe time.” Ideas will be discussed and debated later.
• Use short phrases and bullet points, not paragraphs and lengthy explanations.
• “Piggy back” on others’ ideas. Outlandish ideas can be stepping stones to good, workable ideas.
• Although it can be helpful to give a brief overview of brainstorming rules, there’s no need to go into an elaborate explanation. “Let’s brainstorm annual priorities that will move us toward our 3-5 year strategic plan. Remember, let’s not judge the ideas but just capture and understand them first.” Then, begin your chosen method of brainstorming. As you move through the process, anticipate that someone will break the rules - that’s when the facilitator steps in and makes the correction.

Everyone everywhere uses brainstorming techniques to get the creative juices flowing. There are numerous methods for running more effective brainstorming sessions, including:

Round Robin

Ask for a volunteer to start the brainstorming process with one idea. The facilitator captures the idea on a flip chart for all to see. Ask the volunteer to choose whether to go to the right or the left, allowing the person sitting next to them to offer one idea. The facilitator continues to chart the answers, going around the room until everyone has had a chance to contribute at least one idea. You can then try to take a second pass around the room if the ideas are flowing freely, or you may open it up to anyone who has another idea not previously mentioned.

Freewheeling

If you’re working with a group where equal participation is not an issue, you may be able to open the brainstorming session up by asking for ideas, allowing people to offer suggestions in any order at all. Be sure to chart all ideas with short bullet points using the participants’ words. This method can go fast, so you may want to ask for a volunteer to help chart answers using a second flip chart.

Group Pass

Each person in the group starts with a piece of paper, writes down one idea, and then passes the piece of paper to the next person. The next person then builds on the original idea, adding a few thoughts. Continue around the room until the owner gets their original piece of paper back. You can then ask each person to take a minute to review their original idea and share with the team.

Silent Reflection

Some people need a little time to think and formulate their ideas. Instruct the team that you are giving them a certain amount of time (5-15 minutes, depending on the topic) to think and write down their ideas. You can ask them to write their ideas on sticky notes, one idea per note, or list them on a sheet of paper. If you use sticky notes, you can then ask them to read one idea at a time and place them on the wall, grouping all similar ideas together. If they are written on a piece of notebook paper, you can use the Round Robin method to share and chart the ideas.

Brainstorming is a terrific technique for idea generation, coming up with alternatives and possibilities, discovering fatal flaws, and developing creative approaches. But it’s only as good as its participants and facilitator. The better you are at selecting participants, setting the stage, and encouraging discussion, the better your outcomes are likely to be.

3 Critical Facilitation Skills For Root Cause Analysis

Imagine a root cause analysis has been triggered by an unplanned incident or event which falls into any of the safety, quality, environment, production, equipment failure or similar categories. You have been appointed as the root cause analysis facilitator by a superior/manager who is responding to the particular event. What are the critical facilitation skill necessary to make the analysis successful?

1. Be dynamic

As facilitator, you need to guide the direction of the group and yet still be alert for other cause paths that may crop up. You are the prime mover, controlling the focus of the group. Don’t be a bystander to the process. You are the conduit through which the group is interacting.

Ask questions that are as precise as possible. This will elicit better, more concise responses which make it easier to identify causes. Good questioning will also eliminate unnecessary discussion and storytelling from the group.

Once the information has been recorded, get the group to help you organise the information and then challenge the logic of the way that information is linked together. Your cause and effect chart needs to make sense – or it risks being challenged and disregarded by those who look at it.

2. Be a good listener

Attentive listening skills are critical. You need to be able to hear more than one response at a time. Your ears should be like radar, picking up on all signals. Don’t miss a response while recording another. You need to record everything.

Being a good listener means keeping an open mind, suspending judgment, and maintaining a positive bias.

It also requires the efforts of the whole group – ask the group not to have discussions on the side, as they might come up with causes that should be included but may not be shared with the group. This will also help you to hear all responses more clearly.

3. Don’t profess to be an expert

Don’t profess to be the expert about the problem at hand. You were appointed to be the facilitator, an independent guide, without a vested interest in the outcome. Ask the others in the group to explain what they know so that everyone can follow and understand it. That is why they are there.

Remember … you don’t hold all the answers. That isn’t why you are the facilitator or it shouldn’t be. A good facilitator plays dumb whilst still directing traffic and working the cause and effects paths to a reasonable stop point.

Every organization needs advanced problem solvers who can lead timely and effective issue-resolutions and prevent their recurrence. Developing facilitators goes hand-in-hand with building new capabilities in an organization. Adoption of new skills is a driver of results. Better problem solving skills is key to achieving maximum ROI around any initiative to improve quality within an organization. Problem-solving facilitators can help others transition new skills to the workplace and lead teams charged with resolving complex issues in a timely fashion.