How do you deal with resistance or feedback when implementing problem management actions?

Context is important for most endeavours. Kepner Tregoe uses a method called Situation Appraisal, which asks questions about: The users affected The types of activities impacted The actual level of impact of the incidents so far (lost time, penalties, customer failures, PR) The potential level of impact if an incident were to repeat. This should not just be done in terms of numbers, but real user experience to show why a permanent solution is desirable.

We must also understand and accept that an organisation may be willing to accept the risk of NOT carrying out a given Problem Management action, and not see this as negative or a criticism of our actions and process. We work in the field of risk management and mitigation, but all risks must be assessed to determine whether there is sufficient appetite and/or budget available. In such circumstances, a clear and well defined description of the benefits of taking the action may not be enough and we must understand that, and document fully and appropriately to ensure that the loop is closed. Of course, the more repeat incidents due to a Problem, the more the benefits of resolving it start to outweigh potential risk acceptance criteria.

I would articulate how the benefit of implementing the problem management actions is worth the effort and cost that goes into implementing it towards a better future state and satisfaction that comes with it.

It is rare that the Problem Manager is the expert, and even various techniques we employ will not close that gap... But if we use our process correctly, we can tap into the enthusiasm that most people feel when they are trying to solve a long standing issue. Technical minds tend to enjoy the freedom to solve problems, and this is the way we have to engage and sell it. We are helping them address what may have been a long standing bug bear, giving them the chance to air their concerns and create plans to resolve them. If we use the process as a battering ram, experience with human nature shows that you are more likely to get push back, even if that battering ram is devolved accountability from senior management.

Making your thinking visible is key. Kepner-Tregoe champion this golden rule throughout the process, ensuring that the conversation is always visible to all participants (remote or in person). Benefits include: - you are certain you are talking about the same issue - you get exact agreement on what has been said - you can separate or further clarify points that are made, straight after they are said because it becomes visible - people who join the conversation/process at a later stage, get an accurate reflection of the situation so far, thereby increasing their ability to effectively contribute immediately - you don't repeat previous conversations/ideas - you have a trail explaining 'why' decisions were made, rather than purely 'what'

Address resistance or feedback during problem management actions by fostering open communication, addressing concerns, and demonstrating benefits. In renewable energy projects, when implementing actions like subsea wind power failure resolutions, grid code compliance measures, manufacturing process improvements, or battery energy storage system optimizations, engaging stakeholders, addressing their concerns, and showcasing positive outcomes can mitigate resistance, ensuring smoother implementation and project success.

The invitation "add perspective" is all this is about. As an Operational Manager, and having come up in the ranks, same organization, then, prior, same industry, I already know, because I'm "charged" with knowing, and because I'm plugged in with my direct reports, my non-micro-managed coaches, what our business model, vision, product, collateral offerings, wins, best-kept-secrets, AND market, that is customer, feedback. Problem AND Opportunity identification. Intend to maintain client base, revenue, and growth, AND remain or emerge competitive? Collaborate ONLY on the resolution and implementation -- full stop. If there's a need for a case to be made, it's how much severance pay. Walk.