How can you ensure your team is aligned on the problem before jumping to solutions?

1- Define the Problem Clearly: Start with a clear, concise statement of the problem. 2- Group Discussion: Hold a meeting where everyone voices their understanding of the issue. 3- Restate Understanding: Have team members rephrase the problem in their own words. 4- Document It: Write down the agreed-upon problem statement and circulate it. 5- Identify Key Components: Break down the problem into smaller parts and agree on each. 6- Avoid Solution Bias: Discourage jumping to solutions before fully understanding the problem. 7- Seek Consensus: Ensure everyone agrees on the problem definition. 8- Regular Check-ins: Continuously verify alignment as you move towards solving the problem.

1. Identify the problem 2. Collect voices (VOB/VOC) 3. Go for gemba, gembutsu, genjitsu 4. Brainstorming root cause analysis 5. Prioritize root causes 6. Identify best solution 7. Getting consensus

1. (Gather) Before making any critical decisions, you must ensure that you have first gathered enough information to provide key decision makers a clear picture of the challenge. 2. (Display) Once the challenge is identified, you must ensue that it is displayed properly for the key decision makers to devise the best plan possible to mitigate or overcome the challenge. 3. (Process) Team Brainstorming and think tanks allow for multiple inputs that lead the team in the most feasible direction to evaluate realistic solutions. 4. (Evaluate) Evaluation, allows key decision makers to began to create courses of action. 5. (Disseminate) Dissemination of meaningful doctrine, directives, and policy creation, Should be the ultimate goal.

Need to deep dive into the problem statement and gather all relevant information along with root cause. After suggesting the solution, first perform its UAT and then make it live and keep a constant cross check in case re-occurs.

I would say once you understand the situation of the problem one needs to identify any other connection to the problem which was not in the first understanding; needs discussion with teams to see what they understand about the problem as its is vert important to approach the problem with team consent

It could be a good idea to begin with the appreciative inquiry. This would help people state the current status and challenges and then share the vision to create the creative tension between the current and desired state.This will enable stating the problem statement clearly and bringing all the perspectives to look at it holistically and accordingly work towards the solution.

The frequency at which the problem is occurring must be fully understood including all variables experienced. This will allow the problem statement to truly define what the corrective actions should be while only focusing on the root cause problem.

Um diagnóstico assertivo minimiza riscos na tomada de decis?o. Quanto mais completa a análise do problema melhores tendem a ser os resultados com a tomada de decis?o

One thing I've particularly emphasized and asked from my team is to frame the problem and articulate it clearly. I personally prefer using the Problem Statement framework technique which states: - Define the WHO - Identifying the WHAT - Answering WHY this is a problem Once these specs are identified, add a layer of METRICS and TIMEFRAME to build a concise, clear problem statement

We can't get solutions of problems until we know the problems and cause of problems. So, it is necessary to consider that whole team knows the problem well and got the root cause of the problem. Then jumping to solution can yield better.

For a better validation of the problem, one can use ethnographic research for data collection. This involves using ethnographers to study and observe activities and culture of the identified target audience and scope where the problem exist.

One thing that comes out of a clearly defined problem statement is that it can stand the testing/validation inquiry. Hence, validation is a step closer to solution.

Key informant interviews are another quick way to gather evidence from experts and people with better information about the problem being investigated, allowing room to plan larger indepth surveys if need be.

A key, and often ignored tool in the validation of data that is used to paint an understanding of the problem, is Measurement System Analysis (MSA). If data is the backbone of establishing the problem baseline, then it goes without saying that the data should be trustworthy. MSA, through Gauge R&R, Lineartity & Bias analysis, etc, allows the project team to determine the confidence required to progress with the project. Untrustworthy data needs to be rectified before any further data-based decisions can be made. Often, by addressing the MSA, new perspectives arise and it is not uncommon that significant steps are made towards the targeted improvement goal at this point.

Instrumentos teóricos de avalia??o estratégica s?o fundamentais para um entendimento adequado do problema e da respectiva solu??o. A escolha do método analítico é um fator crítico para a valida??o do problema

When preparing communications about a validated problem, it is key to engage all the key stakeholders. Consider the stakeholders using RACI (Responsible, Accountable, Consulted, Informed) lens. This will help tailoring communication based on the group's involvement. Consider which communication channels and forums would allow for the most effective dialogue. Effective written formats to consider include a data-driven problem statement; visual models like problem tree diagrams; RACI charts clarifying roles; and brief slide decks adjusted to each audiences. Additional useful channels involve small-group working sessions where the previously mentioned written formats are presented and discussed.

In my experience, it is really key here to have good influencing skills to communicate the problem at hand to a diverse group of people including those who may need to accept a level of liability or loss of finance due to this identified problem. It is also critical to not implicate the blame of a problem but rather communicate the problem and the want to resolve it.

We were partnering with a software development team facing a project slowdown. After framing and validating the problem (a potential misalignment in coding practices), we knew communication was the game-changer. We organized a team meeting, creating a platform for developers to share their experiences and concerns. Through open dialogues, we uncovered that some team members were unaware of recent changes in coding conventions. The problem wasn't just technical; it was a lack of transparent communication.

After defining the problem (point 1), the team in charge of solving it must be convened. The problem must be explained to them and together the leader and the team should first define what the objectives of the solution are, define as best as possible what the solution looks like and what the expected outcomes are in the most concrete way possible. This should be thoroughly discussed with the team to ensure that everyone has the same understanding of the problem, objectives and end results. Finally, some high-level solution proposal should be generated to serve as a basis for broader discussions with stakeholders.

Effective team problem-solving hinges on aligning the team's understanding of the problem before delving into solutions. To achieve this alignment, consider these strategies: 1- Clearly articulate the problem: This can be done through various means. In teamwork, different approaches may emerge, each with its advantages and drawbacks. Aligning goals is vital for compatible strategies. 2- Engage in collaborative problem framing: Engage the entire team in framing the problem. Use collaborative brainstorming sessions or workshops to gather insights and perspectives from all members. 3- Utilize diverse perspectives: Foster an environment where team members feel comfortable sharing their views and opinions.

O feedback é uma ferramenta crucial no meu dia a dia para resolver problemas e antecipar situa??es. Colher feedback da equipe é essencial para obter insights valiosos, identificar áreas de melhoria, fortalecer a comunica??o, promover o desenvolvimento profissional e criar um ambiente de trabalho colaborativo e motivador.

O feedback é uma das formas mais interessantes e inteligentes de se perseguir a melhoria contínua. Por meio do feedback, as organiza??es s?o retroalimentadas com sugest?es, críticas e elogios que tendem a amadurecer processos e rotinas

Feedback is the only way to advance and learn. Don’t sugar coat it but be mindful of your delivery assessing the situation, your audience and think about the message.

Engage your team and sources through brainstorming, feedback forms, and forums to solicit diverse perspectives. Utilize active listening and open-ended questions to enhance understanding, identify gaps, and build collaboration, fostering a culture of trust and improvement.

There are four key stages people tend to go through as they experience change. These are: shock/denial, anger/fear, acceptance, and commitment. The Change Curve can help organizations to predict people's reactions to change and provide adequate and timely support to help people as they transition through a change. This is essential when solving problems if you should achieve long term results.

We often assume that your team is on the same page just because you have communicated the problem and gotten some positive feedback. Sometimes, due to lethargy or fear, the team may pretend to understand the goals to solve a problem, hence bringing half-baked solutions quickly. ?? Try to repeat the action and get your team to commit to some outcomes to ensure you are on the same page. ?? make it a culture to ensure that teams understand the task at hand before commenting to solve a problem.

During solution implementation phase, it must be constantly monitored in order to ensure that it continues to be aligned with the established objectives and, through appropriate indicators and tools, measure the degree of effectiveness of the solution, not only its temporal progress but also focused on the results. In this process, senior management and the corresponding stakeholders must be kept informed until the problem is closed.

While iteration is generally valuable, it's essential to consider the balance between refining the problem and progressing toward solutions. Sometimes prolonged iteration might lead to delays in addressing the issue at hand. It's crucial to find a pragmatic balance, ensuring that the team's alignment on the problem doesn't hinder timely action and progress toward viable solutions.

Iterating the process works as an additional layer towards building a common understanding. It's also a quality assurance mechanism. If you can afford to have the team focus on different problem before getting back to the previous one, do it. If you can, bringing somebody from a different department while you go through the steps completed might force the team to see the problem in a new light. There is also the other side of the story: you need to balance interaction, avoiding overthinking.

Here is inmportant, that iteration of the process is not something you are doing before you start the work onto the solution. It is something which is done regularely also during the process, as our view on things are changing all the time. Everyone was on the same page, but then something happens what 2 people do not understand, so they start changing their understanding. If we have no regular checkups this can destroy all the work we have done in the steps before.

Ask as many questions as possible to get to the source of the problem. Often times people say something but actually have a deeper issue that they don’t feel comfortable raising due to distrust or fear. Create the place of trust and allow team members to be vulnerable.

Problem Buckets After you have gone through all the analysis of problem definition, the most important step is to determine which bucket this problem belongs to: 1) Need to immediately solve now bucket. ( Risk is High. Action Item: Gather all the right resources at the soonest possible time and come up with a solution fast) 2) Solve Later On Bucket ( Risk is very low and there are other high priority items in your plate. Action Item: Continuously Monitor and assign a date when you would look into it closely) 3) Wait and See Bucket ( There are problems that need waiting out - that resolves itself through time. Action Item: Continuously Monitor yet spend your precious time in dealing with other impactful problems

A gest?o pela qualidade está diretamente associada à cultura organizacional. A excelência em gest?o somente pode ser almejada por meio de diagnósticos tempestivos e assertivos e de solu??es inovadoras aos desafios do futuro

The team lead should also ensure that there is total transparency of data and should also understand the understanding capacity of the team members to ensure that all the members are on same page while working towards the solution.

Everyone needs to be heard and feedback accordingly incorporated as teams ‘work’. Possible solutions draft to be chalked out then accordingly. It is important the team is aligned on common goals