Unmanageable
This is a very strange word. How can something not be managed? The 3-2-1 Thursday newsletter from James Clear opened this topic for me. Looking back at some of my hard situations, I realise it seemed unmanageable.
Being stuck trying to solve a problem for too long is extremely hard, not just for the people around us but especially for ourselves.
“If you’re stuck on a problem, try solving it at a different level. If you ask, “What can we do to create a more unified country?” then you end up with vague answers that are difficult to implement. The problem is mostly unmanageable at that level. But if you ask, “What can I do to create a more unified neighborhood?” then you can likely think of many small things you can do to connect your friends and neighbors. Zoom in or zoom out. Problems that seem impossible at one level are often quite accessible from a different one.” 3-2-1 Thursday by James Clear
What do I do when trying to zoom in or out?
Talk to people—it is generally better to overcommunicate. Even if you do not know the solution, it will bring more transparency to the other party. Communication is one of the most important skills of project managers. We want to communicate early and accurately. Zooming into the problem by discussing various angles with different people can illuminate many new perspectives on solving a problem or issue. Not to forget the critical aspect of every communication – verification with a second party. There are issues where people see the status quo differently; thus, the project manager must make decisions based on facts, not assumptions.
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Make some analyses, like writing down good/bad outcomes. Make a retrospective on how you got to your current situation. The Sailboat Retrospective article can inspire you. Involve the team. Complex problems may often need deeper analyses. ?Here are some examples:
Root Cause Analysis (RCA)
RCA is a systematic process for identifying the root causes of problems or events and an approach for responding to them. The goal is to discover what happened, why it happened, and how to prevent it from happening again.
Techniques:
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SWOT Analysis
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. This method helps assess internal and external factors that may impact the project. It can also evaluate potential risks and issues by identifying weaknesses and threats that might be contributing to the problem.
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Pareto Analysis
Based on the Pareto Principle (80/20 rule), this method helps prioritise issues by identifying the top causes that must be addressed to solve most problems. This is useful in projects where many issues exist, and resources need to be focused on the most impactful areas.
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Brainstorming and Brainwriting
Gathering the project team or stakeholders to generate ideas on potential causes and solutions for the problem. Brainwriting is like brainstorming but involves writing ideas down rather than vocalising them, which can help avoid groupthink and encourage more diverse input.
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Flowcharting
?Creating flowcharts or process maps to visualise workflows and identify issues or bottlenecks is helpful in understanding complex processes and pinpointing areas where problems arise.
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Less Common (Not Ordinary) Methods
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Fault Tree Analysis (FTA)
A top-down, deductive analysis technique is used to identify potential causes of system failures or issues. It uses logic diagrams that resemble a tree structure to represent the various potential causes of a problem. This technique is often used in engineering, safety analysis, and complex systems.
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Six Thinking Hats
A method developed by Edward de Bono that involves looking at a problem from six different perspectives (emotional, informational, critical, optimistic, creative, and process-oriented). Helps in exploring different aspects of a problem and encourages creative and balanced thinking.
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Theory of Constraints (TOC)
A management philosophy focuses on identifying and managing constraints that hinder the achievement of goals. It includes tools like the Current Reality Tree, which is used to identify root causes of undesirable effects in a system. Useful in complex projects where constraints need to be managed to optimise performance.
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SCAMPER
It is an acronym for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. It is a creative thinking technique that encourages examining an issue or problem from different angles. It is especially useful in problem-solving and innovation.
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Failure Mode and Effects Analysis (FMEA)
?A systematic, proactive method for evaluating a process to identify where and how it might fail and assess the relative impact of different failures. It is common in quality control, manufacturing, and engineering but can be adapted to various project types.
Sleep over—a fresh mind often brings bright ideas. I like this approach, even though it can bring some level of stress—to me or other people expecting a solution immediately. I consider this as the best approach for problems that do not require immediate action. I will do all the analyses and then do some sports activities such as cardio training (long walks in the forest, running on a treadmill) and, in the end, deep sleep. You will be surprised how this technique can improve your decision or thinking process.
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Choosing the appropriate method depends on the nature and complexity of the problem, the resources available, and the project’s specific context. Standard methods like RCA, SWOT, and brainstorming are widely applicable and easy to implement. In contrast, less common methods like FTA, TOC, and FMEA may require more specialised knowledge but can provide deeper insights into more complex issues.