Problems that require structural changes are often complex, challenging, and involve multiple stakeholders. They may affect the way an organization operates, delivers value, or adapts to changing needs. How do you solve such problems effectively and efficiently? Here are some steps you can follow to tackle structural problems and improve your problem-solving skills.
The first step is to identify the root cause of the problem, not just the symptoms or the effects. You can use tools such as the 5 Whys, the Fishbone Diagram, or the Pareto Chart to dig deeper into the problem and find out what is causing it. By understanding the root cause, you can avoid wasting time and resources on superficial solutions that do not address the real issue.
Metallurgical engineer | Materials tester | at I.N.S.I.G| #Steel, # inspection
Update specifications, write new training materials, update training packages or update the FMEA. Collect lessons learned and continuously improve the methodology. Act as the change management resource on particular projects. Provide support for change management resources on particular projects. Act as a sounding board for senior leaders and project teams on people side issues.
In addition to the points made, a robust change management process is also essential and it must be used to aid the efficient implementation of the structural change
The next step is to define the desired outcome of solving the problem. What are the goals and objectives that you want to achieve? How will you measure success and progress? How will you align the outcome with the vision and mission of the organization? By defining the desired outcome, you can clarify the scope and direction of the problem-solving process and communicate it to others.
The third step is to analyze the current structure that is related to the problem. This may include the processes, systems, roles, responsibilities, resources, or culture that are involved in the problem. You can use tools such as the SWOT Analysis, the Value Stream Mapping, or the Stakeholder Analysis to examine the strengths, weaknesses, opportunities, and threats of the current structure and identify the gaps and barriers that need to be overcome.
The fourth step is to generate and evaluate alternatives for solving the problem. You can use tools such as the Brainstorming, the SCAMPER Technique, or the Six Thinking Hats to generate as many ideas as possible and explore different perspectives and scenarios. Then, you can use tools such as the Decision Matrix, the Cost-Benefit Analysis, or the Force Field Analysis to evaluate the feasibility, impact, and risks of each alternative and select the best one.
The fifth step is to implement and monitor the solution that you have chosen. You can use tools such as the Action Plan, the Gantt Chart, or the RACI Matrix to plan and execute the steps, tasks, and responsibilities for implementing the solution. You can also use tools such as the SMART Criteria, the KPIs, or the Feedback Loop to monitor and measure the results, outcomes, and impacts of the solution and make adjustments if needed.
The people component of implementing structural change is the most important. In addition to managing stakeholders, communication channels, messaging, training etc., ensure that the plan allows enough time for employees to digest and accept the change, both before and after the implementation. Look for small wins and progressive changes rather than taking the big bang approach.
The final step is to learn and share the lessons from solving the problem. You can use tools such as the After Action Review, the Lessons Learned Report, or the Knowledge Management System to capture and document the key learnings, insights, and best practices from the problem-solving process. You can also use tools such as the Storytelling, the Presentation, or the Case Study to share and disseminate the lessons with others and foster a culture of learning and improvement.
This is also very important as people live company’s and change jobs and not having a knowledge transfer or well documented could later mean re-inventing the wheel or making the-same error
I have seen in multiple properties, that there are positions that people cannot accurately define the responsibilities for that position. When restructuring it is important to evaluate the necessity of each position and how it may be in the best interests to eliminate the position and spread whatever duties they had to others. The cost saving of removing a position can be passed to the other employees or reinvested into the company.