How does problem-solving impact culture change?

Collaborative problem solving should be an area of high priority for all organisations. In order to create an environment to cultivate this, leaders needs to create space and time for trust building, encourage relational behaviours over transactional, encourage a diversity of opinions and views to be safely exchanged in a transparent environment that values questioning, curiosity and knowledge sharing.

One of the common challenges in problem-solving is a lack of cognitive diversity. This is particularly true of STEM organisations where everyone thinks in a similar way. It’s also often the case in organisations with very low turnover and in this case even those with diversity of thought can be assimilated and gravitate to the dominant assumptions of the majority

Effective problem-solving fosters innovation and collaboration, driving a positive shift in culture by encouraging adaptability and continuous improvement.

Einstein said it best. If given an hour to solve a problem, spend 55 minutes refining the question and the remaining time answering it. Being very clear on the problem you are trying to solve is critical. Seek the inputs - data, perspectives - needed to make an informed decision and test it, whether with others or taking a different view point yourself.

In my experience, authentic leaders anticipate and solve problems that may take time to become apparent to others. They proactively inquire about issues and ask for input from various voices and perspectives in the organisations to leverage diverse backgrounds and experiences. They listen with heart, approach problems creatively, and avoid a narrow focus on a single solution. They can uncover multiple possibilities, get buy-in from stakeholders, and foster a collaborative implementation from different arms of the business, which improves communication, increases efficacy, and enhances innovation, fostering new ideas. This is essential for promoting a positive organisational culture and teamwork and fostering an inclusive workforce.

If culture is defined as ‘the way we do things’ then culture change is about doing things differently. While it’s true that change can be triggered suddenly by major events, culture change in business is generally a subtle process that takes place over time, with clear direction and with consistent commitment from everyone across an organisation.

Cultures are rarely designed, they are usually allowed to develop. If organisations are lucky a positive and inclusive culture will develop. There is also the chance of a toxic culture developing with undesirable behaviours such as bullying, undermining and harassment. Investing in creating a desired culture from the outset requires outstanding leadership that balances organisational performance with staff experience and understanding their needs

A cultura é algo t?o arraigado numa empresa que sua mudan?a n?o é nada fácil Participei do COP centro de orienta??o de trainees com outros colegas gerentes Nos problemas colocados os trainees com pouco mais de 1ano de empresa apresentavam solu??es muito idênticas aos padr?es de cultura da empresa N?o ousavam e já estavam em pouco tempo impregnados pela cultura existente Outro exemplo marcante foi participar de um programa de excelência onde os principais executivos foram capacitados , treinados e mesmo assim nem todos acabaram se convencendo com o novo modelo (cultura) e acabaram deixando a empresa ou foram demitidos Antes de mudar , perguntar qual modelo quero e porque mudar

A cultura é uma consequência da intera??o de fatores individuas e da rela??o entre as pessoas em uma comunidade ou organiza??o. A mudan?a cultura depende da mudan?a dos modelos mentais, estruturas sistêmicas, padr?es de comportamento e tendências (modelo do iceberg).

Culture from an organization standpoint represents a value system that the organization represents. Culture change is a mechanism where businesses needs to keep evolving with changing times and market needs. A M&A. adapting to ESG & CSR, working towards inclusion are some examples of exponential culture change that an organization would want to work towards. A change in culture is driven by leadership teams and is a top down approach. Once the leadership is aligned with the need to adapt, it further needs to cascade down to people managers. As a HR personnel, I have experienced Culture plays a pivotal role in employee engagement, learning opportunities and brand building. Culture change is a gradual change and build over a period of time.

A cultura de resolu??o de problemas deve ser entendida como estratégica em uma organiza??o e n?o como uma atividade essencialmente técnica. As iniciativas devem ser compartilhadas, em especial as a??es que agregam valor. Os participantes devem desenvolver uma sensa??o de pertencimento, engajamento e autonomia e a devida valoriza??o das entregas do processo, incluíndo benefícios financeiros diretos ou indiretos.

When starting to think about changing an organisation's culture, the initial discovery phase is critical. This is the moment when you listen to stakeholders (in my case usually employees) and build trust so they disclose their 'pain points'. Often, it's a relief to share how they are really feeling and how problems are preventing them from being successful. Frontline people often offer great solutions to the barriers and problems - but have not had the opportunity to express themselves. The key is to ensure that leaders listen to this feedback and incorporate it into the approach. Tell stories about how employee feedback influenced and shaped the solution.

Effective problem-solving encourages individuals to identify and address issues or challenges within the existing culture. It fosters a mindset that embraces change and promotes innovation. By actively engaging in problem-solving, employees become more receptive to exploring new ideas, adapting to new approaches, and challenging traditional norms.

A cultura da resolu??o de problemas deve ter como base a colabora??o, uma vez que a maioria dos problemas envolve mais de um profissional e departamento. Agir de forma independente e descoordenada entre os departamentos é o melhor caminho para o fracasso em implementar uma cultura de resolu??o de problemas. Na ansia de mostrar resultado, as pessoas saem a tentar resolver problemas sem envolver um grupo e sem partilhar suas dificuldades. N?o ter metas sobre resolu??o de problemas também é uma forma de reduzir o engajamento das pessoas, que acabam por usar as metodologias como relatórios e n?o como guias na jornada.

Um dos principais desafios da resolu??o de problemas reside na utiliza??o de um método robusto e eficaz para a análise de problemas e determina??o das solu??es necessárias para evitar a recorrência destes. A mentalidade imediatista normalmente atropela a disciplina do método e "solu??es" ineficazes quando adotadas acabam por n?o permitir alcan?ar um novo patamar e consequentemente uma nova maneira de se executar as atividades, o que se transformaria na nova prática e esta promoveria com o tempo a mudan?a de cultura (o modelo de Edgar Schein ilustra bem este ponto).

O grande desafio é a mudan?a dos modelos mentais (ou paradigmas), como; eu já sei qual o problema, ou qual a solu??o, o culpado é fulano, vamos investigar rapidamente pois temos outras prioridades, ou o group thinking (o especialista resolve), ou a facilita??o que n?o privilegia as equipes de aprendizagem ou o pensamento sistêmico.

In my experience, organizational culture is something that gradually becomes ingrained within the fabric of a company over an extended period. When addressing the challenges associated with problem-solving for cultural change, a significant hurdle often manifests in the form of considerable resistance from various stakeholders. For instance, consider an organization aiming to enhance diversity through its hiring practices. Such an initiative could encounter opposition from hiring managers who might perceive the task as more demanding and may also harbor personal biases. Similarly, clashes in work priorities and cultural expectations between different segments of the workforce can present formidable challenge.

Entender esta temática como estratégia, compromisso da alta lideran?a, demonstra??o de valor financeiro (ROI) e melhorias de processo e competitividade, e monitorar KPIs para demonstrar as melhorias de modo objetivo.

Uma maneira eficaz de implementar e manter um método robusto de análise e solu??o de problemas é a cria??o de um comitê diretor, com um patrocinador da alta administra??o (CEO ou COO) e um coordenador da prática, que forma facilitadores para a utiliza??o do método e acompanha as análises em andamento. é fundamental utilizar uma medi??o do retorno que as solu??es trazem para a organiza??o e nas reuni?es periódicas o valor trazido pela prática de solu??o de problemas deve ser refor?ado, para evitar que times realizem atalhos ou n?o utilizem o método adequadamente.

Problem-solving across different cultures can be a complex task, as cultural norms, values, and communication styles can vary significantly. To my experience to effectively address problems when working with people from diverse cultural backgrounds, consider the following top tips: Foster Cultural Awareness: Begin by developing an understanding of the cultural backgrounds of the people involved. Active listening: Practice active listening. Be Respectful:Show respect for cultural differences. Find Common Ground:Identify shared values. Embrace Different Perspectives Avoid Stereotyping: Be mindful of stereotypes and generalizations. Patience and Flexibility:Be patient and flexible. Build relationships:Invest in building strong relationships.

Na minha experiência como executivo, o principal alicerce para a sustenta??o de uma cultura de solu??o de problemas é o reconhecimento do valor adicionado pela utiliza??o de um método robusto de análise e solu??o de problemas. Isto pode ser efetuado através dos demonstrativos contábeis (DFC, DRE) e também através de um método de retorno financeiro para os projetos de solu??o que demandaram investimento (Pay Back, taxa interna de retorno x wacc, etc.). Nada é mais poderoso que a demonstra??o de cria??o de valor para sustentar uma cultura de solu??o de problemas.

I experienced a great role of problem-solving in culture building.During my work in BHEL,I initiated a collective way of problem identification and solving.Using Group processes ,one after other helped not only in problem solving ,but inculcating a culture of sharing and working together and enhanced mutual trust.Many organization wide interventions have succeeded this way.

A psychologically safe environment where its ok to come up with a lot of ideas, some of whcih can be easily dismissed without fear of ridicule is going to amke a big difference. Where there is fear of 'failure' the ideas will dry up until there is certainty, whcih is going to be too late for a lot of problems.

Value, value — value. By far the most effective way to incentivise problem-solving is by making sure the problems that matter the most and are both solvable are getting solved. This may sound ridiculous but it's this simple. If you want to develop, attract and retain top problem-solving talent from all walks of life, you need to be clear and ambitious about your strategy. What's the crux for your business? What are the problems you need help to solve in order to get to the near-state inflection you're targeting? This, more than (but not at the cost of) any reward and compensation scheme is what will truly help you build and sustain this sort of culture.

Successful problem-solving leads to a culture of continuous improvement. As organizations identify and address challenges, they learn from their experiences and strive to find better solutions. This mindset of continuous improvement becomes ingrained in the culture, driving ongoing efforts to enhance processes, systems, and behaviors, thereby creating a more positive and adaptive work environment.

Effective problem-solving requires a combination of strategic planning, transparent communication, and a commitment from all organization stakeholders to fostering a culture that aligns with the organization's long-term goals. While the HR teams are a catalyst to building the culture by identifying root cases of the problem statement, it is important to attain business support for creating a visible impact. With technology playing in fore front- automation, AI, integrational work force, post covid work dynamics, embracing change is not just a necessity; it is an opportunity for growth, innovation, and sustained success in an ever-evolving business landscape.

To solve problems, you often need access to people with high power/influence or deep expertise. At the very start, map out who these people are. Hopefully they are in a working group or part of the governance of the programme. If they are not, make sure they have some sort of formalised role - if they are busy and hard to reach then not having them onboard could hold back progress. If they are formally involved, make sure that you have the right touch-points to enable you to get the most value from their experience or expertise. Plan ahead and think about at what junction or milestone you will need them! Make sure they appreciate how important they are at these key points and that you appreciate their commitment and time.