Here's how you can tackle problem-solving challenges in a remote work setting.

To get as much information as possible check emails, project management tools and other communication channels. Engage with team members through video calls and chats to gather their perspectives, then document the problem clearly, specifying who is affected, the scope, and contributing factors. Understand the Issue fully, analyse the information for patterns or recurring themes and identify the root causes, not just the symptoms. Use problem-solving frameworks for a deeper understanding.

Be also strategic when you get information about the problem. Who communicated it, when, by which means & methods? Whose view can be of use to get different perceptions of the problem and consequently possible solutions. Look at the processes that had impact on the problem. And visualize the information you have gathered. It is easier to find problem-solving strategies when you have a bigger picture you can discuss.

If only remote work could speak for itself: "Hey humans, stop blaming me for everything!" I believe it's crucial to avoid making remote work the scapegoat for current issues. It's tempting to blame the complexities of hybrid working, but from my observations, many team problems that existed before the pandemic have merely been highlighted & persist in the post-pandemic era. If that isn't the case, then revisit the past. For example, if there weren't challenges with team problem-solving before the pandemic, it’s worth revisiting the methods used to address those issues (what worked before) & finding ways to re-implement them now. Fundamental strategies, such as ensuring you have all the necessary information, remain as relevant as ever.

"I said, CAMERAS ON! IT'S TIME TO COLLABORATE!!! GOT IT?!" ???? (unlikely to work) I believe many people struggle to facilitate online collaboration. I've heard about the challenges of keeping people focused rather than multitasking, the frustration of interacting with blank screens, and the awkward silence when questions go unanswered. These are natural obstacles that can hinder productivity. However, this is where effective leadership comes into play. It's not easy, but nobody ever said leadership was easy and it certainly requires managerial courage. One of my key tips is for teams to co-create agreements on how they will work together, especially online. This charter-like document should serve as a guide to keep everyone committed.

Not only bring your team or team members together to discuss the problem but also members from interface departments, who can be of help and give insights in possible impacts on other processes. Using visualization tools can foster discussions during your online meeting.

Assign tasks based on strengths for example have the lead developer fix critical bugs, the experienced tester develop detailed test cases and the skilled technical writer improve documentation. Ensure clear communication by setting up a project management board with responsibilities and deadlines and hold regular video check-ins to keep everyone on track and address issues promptly.

Decide on tasks and assign them to your team members accordingly. Be sure to give them the means to handle the tasks and the responsibilities. Communicate the responsibilities to the involved members of the interface departments to avoid frustrating status & competency discussions

Have regular meetings where you put the issue onto your agenda. And invite the group that tackles the problem to give updates. Always ask them about the further support they need, listen attentively and provide the necessary support.

Stand true to your word when it comes to supporting your team members or the members who tackle the problem. In my former days I used to have a superior who always said that he would support & also seek support within the hierarchy. He asked for a one-pager so he could remember what kind of support was needed. When he returned from his "support-journey" he handed me back my one-pager, saying "nobody could understand what kind of support was needed". It turned out that he had never shown the one-pager or informed the hierarchy about the requested support, he had only been on a self-promoting trip.