A Problem solving technique

A problem solving technique is a systematic approach to overcoming obstacles or problems in the management process. 

The problem solving process is a sequence of events often called the problem solving cycle: 

•Identify the problem

•Generate solutions

•Select a solution

•Implement the solution

•Evaluate the solution

1. Identify the Problem

Problems as given can often be unclear in their original form. For example, what does the problem ‘need to improve health services’ actually mean? Breaking down the problem into its different meanings can help clarify a problem that is ambiguous or uncertain.

Write down a description of the problem with sentences like, ‘The following should be happening, but isn't ...’ or ‘The following is not happening and should be: ...’ Be as specific as possible. Ask yourself and others the following questions:

·         What can you see that makes you think there's a problem?

·         Where is it happening?

·         How is it happening?

·         When is it happening?

·         With whom is it happening?

2. Generate Possible Solutions

When you have discovered the real problem that you want to solve and fully understand its context, the next step is to generate a number of possible solutions.

First, list as many solutions as possible and do not pre-judge them. Consider the good and bad points and other things which are relevant to each solution. Writing down advantages may help some solutions to stand out.

Keep others involved in brainstorming for solutions (unless you're facing a personal and/or employee performance problem). Brainstorming is collecting as many ideas as possible and then screening them to find the best idea. When collecting the ideas, do not judge them right away. Just write them down as you hear them.

3.  Select the Best Solution(s)

Review the various influencing factors for each possible solution and decide which solutions to keep. Sometimes pure facts and figures will dictate which ideas will work. At other times, feelings and intuition may guide the decision.

·         Which approach is most likely to solve the problem for the long term?

·         Which approach is the most realistic to accomplish for now?

·         Do you have the resources? Are they affordable?

·          Do you have enough time to implement the approach?

·         What are the risks with each alternative?

Ranking the solutions may help create a shortlist of potential solutions. Deepen your analysis of each idea and vote again on your shortlist. If you end up with no viable solutions, perhaps the problem is not correctly defined.

4.  Implement the Solution

Now you need to decide how to make the chosen solution really happen. You must decide who will do what and when and how you will follow-up on the solution.

Develop a Plan of Action

Your action plan should include answers to the following questions:

·         What will the situation look like when the problem is solved?

·         What steps should be taken to implement the plan?

·         What systems or processes should be changed in the organization (e.g. new policy or procedure)? An employee’s promise ‘to try harder’ may not be enough.

·         How will you know if the plan is being followed? (the indicators of success).

·         What resources will you need in terms of people, money and facilities?

·         How much time will you need to implement the solution? Write a schedule with start and stop times and when you expect to see certain indicators of success.

·         Who will oversee implementation of the plan?

Communicate the plan to those involved in implementing it and, at least, to your supervisor.

Once you have chosen a solution, try it out. Don't worry if objections or problems remain. A solution may take a long time to work, so be patient before abandoning the choice. Remain flexible; many solutions need to be modified while in progress. Don't expect that your outcomes will be exactly as you had planned. 

5.  Evaluate the Solution

Always monitor the indicators of success:

·         Are you seeing what you expected?

·         Will the plan be done on schedule?

If the plan is not being followed as expected, consider if the plan was realistic. Maybe the plan needs to be adjusted.

One of the most frequent failures of problem solving is not evaluating the implemented solution. You must determine whether the solution(s) worked and to what extent.

• Did the solution resolve the problem?
• Do modifications need to be made?
• Do other solutions need to be selected and tried?

In many cases, an incomplete remedy is better than none at all. For example, a solution that reduces drug addiction by even 10% is a good one, even though it didn't work for the other 90% of cases. 

In your final evaluation, it is helpful to consider:

·         What changes should be made to avoid this type of problem in the future (e.g. policies and procedures, training, etc)?

·         What did you learn from this? Consider new knowledge, understanding and/or skills.

Write a brief memo that highlights the success of the problem solving effort and what you learned as a result. Share it with your supervisor, peers and subordinates.