Problems? Solve Them Faster with Facts


Q. My job is changing and I have to do a lot more problem-solving than I used to—and the problems are getting more complicated. Any ideas on how I can solve problems faster, easier, or better? — Sam Z.


A. You bet. If you use a systematic approach, it’ll really help you with tough problems that allow a wide variety of solutions. And it’s the first of two vital steps:


• Take an organized, systematic approach


• Use facts—data—to discover solutions.


Write a one-sentence statement of the problem. It should answer these questions:


  • "Are we the right people to solve this problem?" ( Should another department should tackle this? Or maybe a higher-up?)

  • “Do we have the resources to solve it?” (If you don’t have the people, money, time or support to solve it, you may be wasting your time.)

  • "How important is it to solve the problem?” (If solving it won’t improve profits, cut costs, or build your business, why bother?)

• "Is it possible to solve this problem?”


• "How long will it take to solve it?"


• "What’s the benefit of solving it—the return on investment of time, people, resources, etc.?”

Get the Facts/Causes

Today’s business problems require more than “gut feel” solutions. We have to manage by facts, not opinion. Conduct surveys, use checklists (lists of how often something does or doesn’t occur), research appropriate literature, use resources you have on hand, grab all the data relevant you can. Then brainstorm possible causes of the problem. And get others to help you brainstorm.


If you can’t immediately spot a root cause of the problem in the brainstorming phase, try to identify it by repeating “Why” questions over and over until you run out of answers:


Problem: We often can’t meet all customer demands on Mondays because of high absenteeism.

Why is absenteeism high?

Because people are tired from working six-day, 12-hour weeks to get the product out.

Why do they have to work 12-hour weeks?

Because we can’t get enough qualified, dependable people to work on the line.

Why can’t we get enough qualified people?

Because we can’t pay wages high enough to attract them from other companies. Why can’t we pay…?

Keep asking “Why” questions until you’ve exhausted all the possibilities. Often, in the answers to the “Why” questions, you’ll spot a root cause of the problem. Then start brainstorming solutions.


When Did You First Have Trouble?

Try to recall the events that lead up to the snafu. And, starting from now, list the major symptoms or causes, and examine when each started. This can reveal cause-effect relationships by identifying what happened before the last blow-up. Often you’ll find that an immediate problem was actually caused by an inappropriate solution made earlier in the process.

Use a Spreadsheet

Putting the problem on paper can help you organize your facts. For example, you might create a spreadsheet with these columns across the top of the page. Then fill in the columns with complete information:


What’s The Problem? How big is it? Where’s the problem? When?

Possible Causes (List At least three)

Why These Causes—and Not Others?


Possible Solutions

Action Steps


Evaluation/Follow-Up Steps


Whenever you can, use graphics—to help you visualize parts of the problem, such as causes, possible solutions or decisions. Consider bar and pie charts; line and bar graphs; run charts; cause and effect (fishbone) diagrams; Pareto charts; weighted voting; force-fields etc. (A good source for these and other fact-based problem-solving tools is a pocket-size Memory Jogger, available from GOAL/QPC (508) 685-3900.)