Problem solving is a valuable skill that can help you overcome challenges and achieve your goals. But before you can solve a problem, you need to define it clearly and accurately. How can you do that with best practices? In this article, you will learn how to use a simple four-step process to define any problem and prepare for finding solutions.
The first step to solving a problem is to identify it. To do this, it’s important to ask yourself some questions about the current situation and the desired situation, as well as the symptoms and root causes. Additionally, you should consider who is affected by the problem, when and where it occurs, and why it matters. Asking these questions will help you narrow down the scope of the problem and avoid any confusion or ambiguity.
The 5 Whys method is a powerful problem-solving technique that delves into the root causes of an issue to identify and address its underlying factors. By continuously asking "why" for each identified cause, a chain of cause-and-effect relationships is established, leading to deeper insights and understanding of the problem's origin. This approach helps teams move beyond superficial symptoms and uncovers the fundamental issues responsible for the problem's occurrence.
In my experience root cause analysis is the best approaches to identify the true cause of the problem, accordingly you can easily identify needed resources to solve it, time , tactical actions and most important preventing it from recurring.
The 5 Whys method is a potent problem-solving technique renowned for its ability to uncover a problem's fundamental origins and rectify its core elements. By iteratively asking "why" a problem occurred and exploring its underlying causes, this approach goes beyond surface-level symptoms to delve into the intricate web of factors contributing to the issue. As each "why" is explored, a deeper understanding emerges, leading to identifying root causes that might otherwise remain hidden. By addressing these foundational factors, the 5 Whys method offers a systematic way to enact lasting solutions, fostering proactive prevention and continuous improvement across various domains.
I like using an SCQ framework - Situation, Complication, Question to identify the problem and frame the right question. For example: Situation: We have a sizeable salesforce Complication: We are dependent on a small set of existing accounts Question: How can we diversify our account base and get more business from new accounts?
The second step is to analyze the problem in depth and gather relevant information. This will help you understand the problem better and identify the factors that influence it. To do this, you should use data collection and analysis to collect quantitative and qualitative data related to the problem, such as statistics, surveys, interviews, and observations. Additionally, you should write a concise and specific statement that summarizes the problem using the SMART criteria. You can also draw a fishbone diagram to show the main cause of the problem and its sub-causes. And finally, you should perform a SWOT analysis to identify the strengths, weaknesses, opportunities, and threats related to the problem. By using these tools and techniques, you can clarify the problem and its dimensions to generate insights for solving it.
The Problem Defined: I have also encouraged teams to begin with the immediate cause and work backwards along a causal chain. This form of analysis documents two components of causality: 1) causes (things) acting inevitably in accordance with their nature. and 2) decisions and choices (root causes) made that could have been different. However, a thorough understanding of the problem should begin with a clear understanding of the purpose that cannot be achieved due to an obstacle. Sometimes we can become so fixated on the next immediate objective that we forget about the ultimate goal. Can we go "over, under, around" or must be work through the problem in order to succeed? Check your assumptions!
The third step is to generate alternatives for solving the problem. This will help you explore different possibilities and options and avoid being stuck with one solution. To generate alternatives, you can use brainstorming to come up with a multitude of ideas without judging or filtering them, such as by using mind mapping, freewriting, or SCAMPER. You can also employ divergent and convergent thinking to expand your thinking and generate novel ideas, as well as narrow down your ideas and select the most feasible and effective ones. Additionally, you can evaluate and compare your ideas based on criteria like cost, time, resources, impact, risks, etc. with a criteria matrix or list the pros and cons of each idea in a pros and cons list. By using these methods and strategies, you can create a pool of potential solutions and choose the best ones for further testing and implementation.
The fourth and final step is to test and implement your chosen solutions. This will help you verify their validity and effectiveness, as well as make any necessary adjustments or improvements. To do this, you need to create a detailed plan that outlines the steps, tasks, responsibilities, timelines, and resources for implementing your solutions. Utilizing tools such as Gantt chart and SMART goals can be helpful in this process. Additionally, a pilot test of your solutions in a controlled environment should be conducted to collect feedback and data on their performance. Surveys, interviews, and observations are useful tools to use here. After reviewing the results of your pilot test, you should refine your solutions based on the feedback and data with the help of PDCA cycle and feedback loop. Finally, scale up your solutions to a larger scale and monitor their outcomes and impact with KPIs, dashboards, and reports. By using these steps and actions, you can successfully implement your solutions to solve your problem effectively.
What is -really- the problem? Years ago, someone asked me for help with a spreadsheet issue. They wanted to know how their computer could handle bigger projects. I asked them how many of these huge spreadsheet projects they had, and the answer was one! They had -one- spreadsheet! When the computer was new, they started their first calculation in row 1, column 1 - and kept going. It never occurred to them to open a second file. When we talked, they immediately realized their "problem" was not the size of their computer - but their inexperience with the new software. We all have these moments where enlightenment from a "Brilliant Flash of the Obvious" (a BFO) makes an apparent problem vanish and we get a clearer picture of how to proceed.
Often times Problem Solving comes about faster and easier when the team includes someone who is not involved in the Problem Area in the first place. Someone who who has no preconceived notions about "the way we've always done it." Frequently a fresh set of eyes will see opportunities that people more familiar with the process in question might overlook.
I think this seriously misses the boat. Before you can define the problem you first need to define the objectives. If you don't know where you're starting from and where you want to be and how you need to go about getting there, that's your first problem!