The Problem with problems - a 6 step process to help you solve any problem

The problem we have with problems is that we usually rush to solutions without remaining curious nearly as long as we should. The rush to action habit is well embedded and prevails in many organisations and businesses. There is a simple 6 step process that will help you overcome this challenge.

Step #1 - Understand the Problem.

This is the 1st divergent thinking step in the process. The key is to remain curious, ask great questions and listen very carefully. You will find the more people you talk to, the more views exist as to the nature of the problem under review. My advice is go talk to the people who work physically close to the problem, as they are the ones who cope with the symptoms of the problem everyday, so have an 'expert' view on what the problem really is all about.

Step #2 - Establish the Root Cause

This is the second step in the process and is a 'converging' thinking step. The key here is to pursue the symptoms identified in step #1 above to their root cause by asking why as if you are a 6 year old on a long car trip, maybe without the annoying voice! Most problems have many symptoms and being able to sort out what is the core issue(s) is a key filtering skill that requires the rarest of things, time to think!

Step#3 - Generate Ideas

Step #3 is yet another 'divergent thinking' step. There is nothing as dangerous as a single idea, firmly held by a senior person in any organisation. This step is all about generating as many ideas as possible and there are many idea generation tools around to help you do this. My favourite is 'Silent Brainstorming'; it is one of the quickest and most productive methods I have found to generate volumes of ideas when you are in a hurry.

Step #4 - Select Ideas that will Fly

This step is another 'converging thinking' step that requires 'reality' to re-enter the room and requires you to identify the criteria that will be used to filter the ideas into a short list of those worthy of further consideration. The requirement here is to be brutal and only allow ideas through that have a chance of success in your situation. I have found using a 'Dragon's Den' style, idea panel and pitch process can inject some fun an energy into this step in the process. The criteria you use should be a balanced mix of logic and emotion. There is no use selecting ideas that are rational and well thought through, but no one wants to do. Nor is it useful to allow ideas that everyone loves, but make no rational sense whatsoever to get through this step.

Step #5 - Plan how to Implement

Again this is, or at least should be, a 'divergent thinking' step in the process. There are many ways of doing the same thing, some more successful than others and you should consider different approaches using stimuli like changing the time and resource variables or looking at the implementation through the lens of different people. E.g. How would we do this if we had to do it in a day? What if we could spend as much money as we like, what would we do? How would Richard Branson tackle this plan? Etc.

Step #6 - Implement, Monitor & Succeed

The final step is what everyone is trying to rush towards. Just get on with it! I have met some leaders who have the ability to do this whole process in a single sentence they will go from describing the problem to allocating actions for the solution without drawing breath. This is one of the key sources of what is referred to as the 'Operational Treadmill' the seemingly endless activity dissipated by well intentioned people loyally attempting to solve problems that will simply not go away....

The simple problem solving process outlined above is of course, just common sense. The problem I find with common sense is that it is misnamed. It is just not that common.

Malcolm Follos Sensei UKE Limited