How can you help a group identify potential obstacles to implementing a solution?

For a structured approach to clarifying goals and identifying potential obstacles, I recommend a "problem design" approach. It's like a creative team adventure where you expect obstacles along the way and address them in real-time rather than extensive "waterfall" planning. Start by really getting what everyone involved needs and faces. Then, clearly state the problem you're all aiming to fix. Brainstorm potential solutions, pick a few to prototype, and test these with real people to see what works and what doesn't. Along the way, you'll spot the "obstacles." It's all about staying connected, being creative, and ready to shift gears as you learn more.

To help a group identify potential obstacles to implementing a solution: 1. Prioritize measures using impact/effort or impact/area of influence matrix ??: The group members have to agree on where to rank the measures on the matrix. 2. Anticipate side effects by asking "so what?" ?: By questioning the potential consequences of each measure, you can identify and address any unintended side effects, thus avoiding suboptimization. 3. Choose feasible, impactful solutions ?: Select solutions that are both feasible for implementation and have a significant positive impact.

Today the external environment is highly volatile and uncertain. ( Remember, covid-19 lockdown was an external factor that led to bankruptcy for many companies and industries) So, solution implementation without knowing the comprehensive impact of external environment changes can be costly I would recommend using the PESTLE analysis to ensure that no external environment changes can come in the way of implementing the solution. P– political E- – economic S – social T– technology L– legal E- – environmental

To help a group identify potential obstacles to implementing a solution, I would facilitate a structured brainstorming session. Firstly, I'd encourage open communication and ensure all voices are heard. Then, I'd prompt participants to consider various aspects such as resource constraints, technical challenges, organizational culture, and external factors. Additionally, I'd use techniques like SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) to systematically evaluate potential obstacles. By fostering collaboration and critical thinking, we can uncover a comprehensive list of barriers and devise strategies to mitigate or overcome them, thereby enhancing the solution's implementation success.

I'm always surprised by how often we don't look at our past experiences for clues about what we might expect. Though the context may be different, depending on the type of implementation many of the challenges could be the same. Simply taking the time to ask, amongst diverse stakeholders, "what have we learned from the past?" or "where have we tried this before?" or "Who else have we seen try this and what did they learn?" can be helpful ways of gathering perspectives and insights from our own history and experience.

I have found that actively seeking out those with different perspectives is key. Think of it this way... if we are surrounded by those that have the same background as us, same career path, same experiences etc....there is no diversity in thought. Surround yourself with those that will challenge your view, that will help you come together for the best possible solution; surround yourself with people that can share their own unique experiences, that are different than you. The best problem-solving teams are the most diverse teams.

In my experience, diversity and inclusion is not just about race or culture. It involves a diversity of thought, as well. Due to the creative backgrounds and experiences of individuals we work and partner with, being able to think outside the normal way of doing things provides an opportunity for creative thinking and creative problem-solving.

You can use the six thinking hats method from Edward De Bono with the team to engage with different perspectives, not only the positive ones, even before reaching out to stakeholders. As a facilitator, you can also let AI do this task beforehand as your facilitation hints if the team doesn’t come up by themselves. Nevertheless, it is crucial to perform this task with the team, as understanding and digesting is necessary.

Successful implementations require a deep understanding of the needs of users and gathering continuous feedback from all stakeholders is essential.

Encouraging feedback requires creating a 'safe zone' first, and foremost. I envision that we are in "Vegas" and the feedback they share is in our own "Vegas", that I set the stage for, but I must also be true to my word with this environment of trust. Once you establish your safe zone and you ask for feedback.... LISTEN. Really listen. Ask powerful questions that build upon what they say, paraphrase what they share to show they are being heard and finally thank them. Yes, thank them for their feedback. We thank our customers and our guests within our business, we must also thank our associates and employees.

I find this method more embracing. Here I mean a method that allows all to be free, share freely without feeling that , they will be penalized. It also brodens the feedback category, here I mean the clients and service providers all participate. Giving opportunity for reviews, reflections on either side and improvements come from "inside out" not "outside in" thank you.

One thing, I have fkund very useful is reflection, give people time to reflect. Also, you may apply more than one tool e.g. use of gender lens to see obstacles, open feedback, unstructured feedback, among others.

The goal is not only to have a productive conversation but, it also to come to an agreement on a solution. Ask questions like "What do you think a potential solution would be? How would you implement it? What would happen if that solution did not work? Is there another way to look at this?" Set clear goals and expectations so when you walk away, all parties involved clearly know what is expected of them, what the next steps are and what success looks like.

It makes no sense to make action plans for every potential obstacle... you can't predict every obstacle - and if you could, you'd also know which ones would have an impact. It's the nature of obstacles that they are emergent, and often they need to be responded to quickly and directionally. While you might have action plans in place for predictable issues, you should also develop some Simple Guiding Principles for how you respond to any emrgent obstacle. See my contributions to earlier parts of this article for more on SGPs.

Invite a coach as a sparring partner. The coach doesn’t need to know much about the topic, and they can be neutral. The coach’s questions will help uncover biases, assumptions, overlooked areas, unlikely (but possible) scenarios, and sunk-cost fallacy.

I think underpinning all this is a need for group members to feel safe sharing their thoughts and ideas. You can use any tool you like, but if people feel they'll be blamed, shamed or criticised for bringing problems, challenges or off the-wall ideas out into the open, they won't contribute much of real value. Prof Amy Edmondson's work on Psychological Safety is a valuable guide.

Create a timed activity, with two components, "Pick It Apart". Part I, Award 1st, 2nd and 3rd place prizes for the teams that generate the greatest number of potential problems. Part II, have each team to rotate to the team to their right and come up with solutions or suggestions to address the problems their neighbor recorded.

Actually go through the solution in practical steps. Only by experiencing it will you know if, how and when it will work. The group will have a deeper insight into why it may or may not work and create another solution that will work with their new knowledge and experience. Perspective is everything.

Uncover the full picture of risk with a three-part facilitation pattern. Most unmoderated group discussions tend to cluster around the views of the most powerful expert in the room. Therefore, risks often stem from blind spots of the experts. The antidote? Prioritize diverse perspectives. Generate a more robust view of obstacles ahead. Here is the pattern I found successful with groups of up 75 people: 1. Solo: Ask individuals to rapidly generate as many ideas alone in quite (use post its and sketch paper) 1.5 to 3 min 2. Small Groups (table or semi circled around whiteboard is perfect): Within groups of 3-7 exchange and summarize most impactful ideas 5 to 10 min 3. Large Group: Report to larger group top insights 3-5 min per group