Problem? Take It Apart to Solve It!

Q. We’ve got several major problems to solve in the next several weeks and they’re really complicated. Is there a simple process we can use to analyze a complex problem? Just brainstorming possible solutions won’t work this time. Mary Lou J.

A. There’s an organized process you can use, and it’s fairly simple—although it may take a fair amount of planning—and writing down what you find. Try this with each problem:

Write a problem statement. It’s the first step—and one many people skip—or assume they don’t need to. You’ll clarify it for everyone if you can express it in one sentence, and make sure it answers these questions:

• “Is this the right problem to solve?” This helps you control your focus. There’s a famous story about a town located near an especially dangerous curve in the road. Accidents were frequent, and the town’s small hospital was continually overloaded. The town board met to see how they could raise money to enlarge the hospital to accommodate all the accident victims. Then some clear-thinking citizen said, “The problem isn’t how to build a bigger hospital; it’s how to stop the accidents. Maybe the road needs to be redesigned to eliminate the bad curve.” They were trying to solve the wrong problem.

• “How much does it matter whether this problem is solved?” Sometimes we stress

ourselves with a problem that probably could be ignored. Three people in one of my training sessions were blaming each other for getting late information that each needed to complete a monthly report. Their finger-pointing got more and more heated. I asked, “What happens to the report when it’s done?” They all said it had to go to a certain office by 3 p.m. each Friday. I suggested they call the office and ask if the deadline could be more flexible. When they did, they found that no one was even using the report any more. It just went into a file—every Friday at 3 p.m.

• “Is it possible to do this?” If you don’t have the time, talent or resources to solve the problem, then you can’t solve it until you get them.

• “How long will it take to resolve this?” If you can’t set aside enough time to solve the problem, it won’t be solved. Sometimes it takes several hours a month—for several months—to solve a major problem. You have to be able to set aside that time, not just try to squeeze it in with everything else.

• “What’s the benefit for solving this problem?” If there’s not a major benefit, why bother? Sometimes we get caught up in a problem just because it’s on someone’s list—and there’s no value to solving it—like the problem of the 3 p.m. report that no one read.

• “What can help me solve this problem?” You must have the right resources, and access to them. If you need a new software program to do the job, and there’s a freeze on outside purchases, you can’t solve the problem without first defrosting the budget.

Summarize Key Points. Once you’ve defined the problem, make a list that summarizes the key points, aspects, and concerns of problem. One value in doing this is that you can more easily break down the major problem into smaller, bite-sized pieces that can be handled more easily. (There’s only one way to eat an elephant: one bite at a time.)

Create a process. List the steps you’ll take to work on the problem. These six work especially well:

• Define the problem

• List possible causes

• Identify possible solutions

• List action steps for each solution

• Choose the most appropriate solution

• Put the steps into action and evaluate the results

Define terms and issues. As you work on the problem, you’ll refine and expand the definition. Put these in writing for everyone to see—so you’re all working on the same page.

Talk to others. Get feedback and help from as many resources as possible to get the right answers fast. Often someone, somewhere, has already solved the problem. Find out who, when and where—and save yourself time, frustration and resources.

Now, some practical tips to make the process easier:

• Set enough time aside each week to work on the problem.

• Work on the problem when you're at your best.

• Take time to think about the larger project

• Focus on actions with the most payoffs.

• Establish deadlines for benchmark progress points.

• Avoid the activity trap—focus on results, not actions.

• Limit the number of major projects you can handle.

• Record your progress each week. Ask: "How effective were my results?"