The Problem-Solving, Problem-Prevention, and Decision-Making Guide

Organized and Systematic Roadmaps for Managers

Bob Sproull

• Publisher: Productivity Press
• Year: 2018
• ISBN:
  9781351116244
• Edition: 1
• Topic: Business
• Subtopic: Processo decisionale
• Index: Business

Each day, managers and employees are confronted with a plethora of real problems and decisions that are creating issues suchs as lost throughput, poor quality, personnel problems, and material shortages.How they approach these daily quandaries will determine how successful they are at resolving problems and making effective decisions. It is human nature for managers to solutions before they even understand the nature of the problems they are trying to solve. As a result, they end up making blind decisions that change perfectly acceptable processes for incorrect reasons.

The real secret to solving problems does not depend upon the number of sophisticated statistical tools that one applies -- The secret to solving most problems is to keep the approach simple and uncomplicated. Many managers and employees make mistakes because they fail to do what Toyota does so effortlessly --. They fail to perform the 'genmba walk, ' during which they go to see the actual process, understand the work, ask questions, and learn.

By following a structured approach, and using only simple tools, most problems can be solved, effective decisions can be made, and problems prevented. The cornerstones of this book are three detailed roadmaps for solving problems, preventing problems, and making effective decisions. Each roadmap contains a step-by-step explanation on how to solve existing problems, how to prevent future problems, and how to make effective decisions. The book provides real case studies to illustrate each of the techniques presented in the book.

1The DNA of Problems and Problem Solvers

Problems do not go away. They must be worked through or else they remain, forever a barrier to the growth and development of the spirit.

Scott Peck

1.1The DNA of a Good Problem Solver

It is my belief that the truly good problem solvers in the world all share a special bond, a connection if you will, and this connection is not coincidental. It is because of specific behaviors and character traits that problem solvers all seem to share. I am convinced it is these traits and behaviors that separate true problem solvers from problem solving wannabes or could-bes. If you’ve ever worked for Toyota or have been a supplier to Toyota, then you will recognize these traits and behaviors easily. Why Toyota? Because Toyota is the best possible example of a company that truly gets it as it applies to their approach to business in general and, more specifically, problem solving and prevention.

I’ve cataloged ten behaviors and personality traits that I believe are the basic genetic material shared and utilized by effective problem solvers. I also believe that if a person or team can demonstrate and exploit these behaviors, then the opportunity to become effective and successful at problem solving will materialize. Each of these behaviors and traits, although not listed in order of importance, serve a different purpose or function as the individual or team searches for the answer to the problem-solving conundrum.

1. Being objective
2. Being analytical
3. Being creative
4. Having dedication, commitment, and perseverance
5. Being curious
6. Having courage
7. Having a sense of adventure
8. Being enthusiastic
9. Being patient
10. Being vigilant

Let’s look at each of these more closely.

A problem solver must always be impartial and objective, and not have preconceived notions, ideas, or biases on what is causing the problem. Each problem has its own set of conditions or circumstances and most of the time the answer lies in the data and information surrounding these conditions. Without objectivity, crucial observations might be ignored or missed. I have witnessed so many times individuals and teams jumping to causes and solutions before even understanding the problem. Keeping an open mind throughout the process is critical.

A good problem solver must be analytical and systematic in his or her approach to problems. One of the keys to solving problems is the art of asking the right questions in a methodical fashion. As we investigate problems, it is crucial to use a logical approach as we move through the maze of unknown facts and forever-present opinions of others. Asking questions, or should I say the right questions, is imperative if we are to uncover the facts relative to the problem. Closely related to this is the need for analysis. Once the information and data surrounding the problem are collected, they must be analyzed in a systematic way. A good problem solver knows and understands which tools and techniques are available, how to use them, and when to utilize each one.

Solving problems requires imagination, creativity, and ingenuity. Solving problems sometimes requires abstract thinking, and necessitates imaginative and inventive actions. Once you have determined the true root cause (or causes) of the problem, it’s time to be innovative and let your creative juices flow as you develop effective solutions. The solution to your problem will demand ingenuity and resourcefulness, so you must be inventive.

Solving problems requires dedication, perseverance, and commitment, because the answers are sometimes obscure or concealed and, therefore, not always obvious. One must be determined to find the root cause and committed to using a systematic approach. Good problem solvers don’t vacillate as the problem-solving journey unfolds; they stay the course.

A good problem solver has curiosity. When people are curious, they are interested in understanding why things happen and will probe below the surface of the problem looking for things that may not be obvious or evident above the surface. Solutions to problems all begin out of the curiosity and desire to determine and understand what happened and then understand why. Until you understand why the problem has emerged, your chances of solving it are pretty much nil.

It takes courage, daring, and guts to be a good problem solver. Because there is usually always a negative aura or atmosphere surrounding problems, people who are closest to and responsible for the area with the problem sometimes feel threatened. Because they are feeling vulnerable and exposed, they generally don’t like to be questioned, but they must have the courage and fortitude to push forward and seek answers. When you ask people questions about the problem in their area of responsibility, many times the instinctive reaction is to take a defensive posture. You are typically perceived as prying and impugning their character. Of course, this isn’t really the case, and if you ask the questions in a positive and nonthreatening way, you can ease some of this perception.

Solving problems is a journey and an exploration into what happened, so having a sense of adventure is fundamental to reaching your destination. I have often wondered how the early explorers like Columbus or Lewis and Clark must have felt as they sailed into unknown and uncharted waters or passed through unfamiliar and strange countryside, never knowing what they were going to encounter or be confronted with or even if they would be successful. The one thing Toyota does better than any company I have ever seen is its mandate and directive to employees to go visit the source of the problem so they can see firsthand what is happening.

A good problem solver must demonstrate enthusiasm during the problem-solving journey. There must be a certain zest, zeal, and passion that becomes contagious and infectious to the rest of the team. By demonstrating and communicating enthusiasm to the team, you are inadvertently motivating and inspiring your team members. There will be times when the situation may appear hopeless to the team, but your positive outlook and enthusiasm will guide you and your team through the process.

Finding root causes and developing solutions to problems are not always clear-cut, straightforward, or uncomplicated, so a good problem solver must demonstrate patience, persistence, and staying power. You will, at times, be pressured to move faster than you would like to or need to, so you must be compelled to stay the course. Part of learning to be a good problem solver is learning how to become disciplined and regimented. If you take your time and systematically work through problems, your success rate will dramatically improve. Remember, patience truly is a virtue.

Finally, a good problem solver should be vigilant and always expect the unexpected. Just when you think you may have exposed the root cause of a problem, or have discovered the causal pathway of the problem, new information or something unanticipated may come out of the blue and catch you off guard if you aren’t alert to this possibility. So be cautious and attentive that new information could come at any time that will change your point of view.

These are the qualities and behaviors of a good problem solver, but not all of them are necessarily essential in one person for successfully solving a problem. As a matter of fact, it’s probably true that if the team possesses these qualities or behaviors as a group, success will follow. If one person is, for example, analytical, curious, patient, and dedicated, while someone else is objective and enthusiastic, and still another has courage and a sense of adventure but is vigilant, then the team holistically satisfies these requisites. It sometimes takes a village to solve problems, so select your team members with these qualities in mind.

1.2The Problem with Problems

Problems exist everywhere and we all know when we have one because we can feel and experience their chilling and unsettling presence if they are unpleasant or serious enough. We feel and experience the pressure, demands, and stress to fix them, and if we’re not prepared or if we don’t know how to begin to solve them, it is not a good feeling at all. Maybe we’re getting pressure from the boss who tells us to do something and do it quickly! Maybe the board of directors wants to know what’s happened to profit margins or maybe we’re getting e-mails or telephone calls from irate, infuriated customers about quality problems or late orders. Whatever the motivation, the normal response to this pressure, for many of us, is that we start making changes and hope for the best!

It’s not unusual, for many of us, to make blind adjustments to otherwise stable processes or systems without understanding the simple cause-and-effect relationships that are driving the negative performance. The bottom line is that, characteristically, many of us tend to panic and do stupid things, foolish things, irresponsible things that we might not do if we thought through the problem more or didn’t have all this pressure! Whatever the reason or motivation, it is clear that, making pointless or unwarranted changes without understanding why is the worst reaction possible, because it simply complicates and confuses the situation. That’s the problem with problems: They have a tendency to change our behaviors and make us do things that we instinctively know are wrong. It’s almost as if there is some supernatural or paranormal power at work here. To complicate matters, there are different types of problems and each requires a different tactic if we are to resolve them effectively.

1.3The DNA of Problems

Not all problems are created equal. That may seem intuitive or obvious to you, but it really isn’t. When I say that not all problems are created equal, I’m not referring to the basic problem itself, but rather the framework or structure of the problem. There are different categories or types of problems, and it is eno...