Problem-Solving | Mental Maps #02

Over the years in management, I've cultivated the skill of problem-solving. It wasn't an innate trait; rather, it evolved through a series of mistakes, learning experiences, and continuous practice.

In the sections below, I'll share insights gained over the years and unveil the mental diagram or algorithm I employ when tackling problems. Every problem comes with its intricacies and challenges, but this diagram provides a general roadmap for understanding the steps I take to address them.

Assessment

Classification

Irrespective of the organizational structure or industry, certain problems are universally encountered. Here are the primary categories of issues you are likely to confront:

• People-Related: communication, conflict resolution, team dynamics, talent management, Diversity & Inclusion (D&I), work-life balance, and more.
• Personal-Related: covering stress management, issues at home, maintaining a healthy work-life balance, financial concerns, etc.
• Operational: involving change management, team inefficiencies, resource allocation, decision-making, time management, and more.
• Strategic: navigating challenges such as adapting to market trends, globalization, and promoting diversity within the organization

I will delve into the first three groups initially, reserving the exploration of Strategic Problem Solving for a later chapter. Strategic problem-solving necessitates a distinct approach compared to the preceding categories.

Understanding How You’ll Be Approached

Approaches vary depending on the type of challenge, and as a leader, staying attuned to trends within your team is paramount.

People and Personal-Related Challenges tend to manifest through the following cues:

• Verbal: Decreased communication, use of negative language, verbal expressions of stress, lack of engagement, and an increase in complaints.
• Non-Verbal: Tense body language, diminished collaboration, increased turnover, and resistance to change.

Operational Challenges often present the following cues:

• Workflow: Bottlenecks, inefficiencies in processes, prolonged decision-making times, etc.
• Resource Management: Over or underutilization of resources, budget overruns, issues in the work chain, etc.
• Quality: Missing deadlines, frequent avoidable errors, a decline in quality, and an uptick in both internal and external complaints.

The Workflow

After identifying, assessing, and classifying the issue, it's your turn, as a team leader, to address and resolve it. Below, you'll find an explanation of the five steps to effectively solve problems.

Step 1 - Define The Problem

As mentioned earlier, each challenge or issue falls into distinct categories, guiding you to ask tailored questions based on the situation. When approached by a team member with a personal-related issue, the questions differ from those you'd ask for an operational-related challenge. For instance, you wouldn't inquire about the consistency of a problem when dealing with a personal matter.

Recommended questions to gain the necessary insights for identifying the root cause (step 2) include:

Personal/People Related Challenges

• Can you help me understand what you are currently experiencing?
• How is the issue impacting your day-to-day work?
• How are you personally feeling about this situation?
• What would be the ideal resolution or outcome for you?
• What specific challenges are you encountering?
• Do you feel the necessary support from the management team?
• How do you prefer to communicate about these challenges?

Operational Related Challenges

• What is the nature of the problem?
• When did you first notice the problem?
• How frequently does the problem occur? Is it sporadic or consistent?
• Who is directly affected by the problem?
• What is the scope of the problem? Is it localized or does it have broader implications?
• Have there been any recent changes or events that might be related to the problem?
• How is the problem currently being managed or mitigated?
• Are there any patterns or trends associated with the problem?

Your approach should involve multiple follow-up questions to the primary inquiry, with the main goal being to gather comprehensive information and genuinely understand the issue being conveyed. Maintain an open mind and strive to avoid bias, even if initial disagreement arises. All of this groundwork leads to the second point: identifying the root cause.

Step 2 - Identify The Cause Of The Problem

To pinpoint the root cause, your primary objective is to empathize with the other person and genuinely comprehend the message they are trying to convey. This can be challenging, especially when emotions run high, or the message isn't immediately clear.

Experience plays a pivotal role. Exposure to such situations helps in recognizing patterns, behaviors, and understanding the other person more effectively. Dedicate your focus and effort to truly grasping the other person's perspective. Some examples of questions to unravel the root cause could include:

• Can you elaborate on that?
• Correct me if I'm wrong; this is what I understand by what you are saying.
• What do you mean by [...]?
• How did you get to that understanding?

Step 3 - Generate Solutions

After concluding the conversation with the individual, it's time to sit down and brainstorm potential solutions for the problem. There isn't a one-size-fits-all approach; each problem demands an ad-hoc solution.

I recommend dedicating time to formulate 2-3 solutions. While you can discuss them with your team or superior, involving at least one other person is advisable. It helps to gain different perspectives and prevents tunnel vision.

Contemplate the solutions independently, considering the possible positive and negative outcomes, the number of people involved, and whether documentation is necessary. It's essential to think through the steps for each solution you devise.

Ask yourself:

• What are the possible negative and positive outcomes?
• How many people are involved?
• Is documentation necessary?

While specifics may vary between companies, these general guidelines are applicable to most situations.

Step 4 - Evaluate and Execute

After generating solutions and discussing them with a colleague, the time has come to make a choice and initiate action. It's common not to have all the required information readily available for decision-making.

Experience and learning from past mistakes will guide you in this process. In the early stages, consulting with your supervisor or someone with more experience can be invaluable. Many of us have learned this lesson through trial and error, which is precisely why I've embarked on sharing these insights.

Once a solution is chosen, proceed with the execution, following the steps outlined during the solution generation in step 3. Maintain flexibility as new information might emerge, allowing room for necessary adjustments along the way.

Step 5 - Monitor

Once the chosen solution is in motion, it's crucial to monitor its progress. Ask yourself:

• Is the solution delivering the intended outcome?
• If not, has the situation worsened?
• What effects has the solution had?

In cases where the outcome differs from the intended one, consider revisiting step 3 to generate alternative solutions. Remember, as highlighted in step 4, it's perfectly acceptable, and even beneficial, as it facilitates learning and improvement for future endeavors.

Bonus - When to Escalate Issues

After concluding the conversation with the individual and brainstorming solutions, the path forward is often unique to each problem. However, as a general guideline, I recommend involving your direct supervisor in specific instances, particularly two scenarios that stand out: when you are new to a position or company, and when the issue surpasses your scope of responsibility.

Periodically, raise the matter with your direct supervisor. Besides addressing the problem, this provides an opportunity to establish a positive relationship with your manager. The key lies in listening to your supervisor, understanding their perspective on resolving the issue, and noting their cues.

If the problem extends beyond your scope of work—such as instances of gross misconduct or persistent poor behavior—you might need to escalate it to both your supervisor and the Human Resources department.