Steps in the structured problem-solving process

 Steps in the structured problem-solving process 

(Emotional Management for Personal & Professional Growth Series)

Having discussed the definition and type of problem (Adhoc or chronic) one needs to solve at the workplace, we need to learn the structured way of solving the chronic problems.

 
What is a structured way of solving chronic problems?
 
Unlike emergency or firefighting situations, all chronic problems can be solved step by step logical process. We are sure to move towards permanent or practical solutions to the problem in each step of the logical process.

What does it call for?

The structured approach calls for data analytical skills, the ability to look at the big picture and micro-detail, the ability to get the insight and narrow down to the causes, decision-making skills, and more than above the ability to get the collaboration from all the stakeholders to implement the solutions.

Since structured problem-solving competency is a combination of multi-skills, only a few people take effort to learn and become masters in applying the holistic approach.

Steps in a structured problem-solving approach?

Since there are many problem-solving processes available in the market like Six sigma, QC approach, A3,8D, all the approaches lead to solving the chronic problem in a structured way. The tools and formats may be different, and it is up to the individual to learn and master any approach.
 
Ultimately all the approaches consist of the following step.
 

• Prioritizing the problem
• Defining the objective
• Collecting the data/ facts
• Understanding the insights from data /removal of noises
• Converging to causes
• Articulating the actions -short / medium / long term perspective
• Taking action and checking the effectiveness

Developing a comprehensive understanding of the problem-solving process as a capability will enhance your managerial skill to get things done and career growth.

Let us discuss some of the insights in each step next week.

Have a great week ahead!

Which problem do we solve MORE?

 Which problem do we solve MORE?  

(Emotional Management for Personal & Professional Growth Series)
 

 

Having discussed the definition of a problem from a professional perspective, let us understand what types of problems need our attention MORE  in a professional environment.
 
There are two types of problems we always face in the workplace. One is Adhoc nature, which calls for quick fixing and the solutions are predominantly emotions-based with little logic. The solutions are not necessarily preventive.
 
The other problem is repetitive nature and looks like part of our life, and this problem needs to be fixed predominately with the logical conclusion. The solutions need to be preventive.
 
For example, at a personal level, when we get sudden health issues, we may not overthink it, and we use to take some pain relievers / any other pills and move on. Sometimes the solution also works well. This problem and solution are called Adhoc problem-solving. 

If the same health issue is repeated frequently, the same pain reliever/ pills may not work, and it may also bring other complications. This problem is called a chronic problem. These repeated health issues or chronic problems call for structured diagnostic and treatment, which is more logical, and the solution may be a permanent cure. That is a structured problem-solving process.
 
In the same way, in a workplace, when we relate to our day-to-day decision-making to solve problems, it could be either an ad-hoc problem or a chronic problem.

Which type of problems do we solve MORE in the workplace, ad-hoc or chronic?
 
In some organizations, as i  observed, people are always busy with delivery-related issues, which in my opinion, is a chronic problem. When the potential chronic problems are not solved structured, that will become day-to-day firefighting problems.
 
As a manager or leaders, our time and presence are required for solving chronic issues that need a more structured process of problem-solving, which calls for broader participation and decision making rather than spending most on ad-hoc problems. When we are growing on the career ladder, we suppose to solve more chronic issues than managing firefighting or ad-hoc issues.
 
We need to be aware of our decision-making activities on whether we are solving ad-hoc or chronic problems for most of our time.
 
To solve chronic problems, we need to be familiar with the structured problem-solving process and discuss it next week.

Have a great week ahead.

 

Understanding the term "problem."

 Understanding the term "problem." 

(Emotional Management for Personal & Professional Growth Series)
 

As we have been discussing problem-solving and decision making, before going into the problem-solving process and its insights, let us have clarity on what we mean by the term "problem" in the professional context.

The term " Problem " is interchangeably used to refer to challenges/issues/troubles/difficulties.

What do we mean by "problem" in a professional context?

We are desiring or expecting something, and the current reality is different...there is a gap between expectation and reality, and the gap is nothing but PROBLEM.

For example,

You want to earn "X " amount as salary, and you earn less than "X," there is a gap ..that is a problem to be solved.
You desire to grow your business by 30 % every year; in reality, you are growing only by 10 % every year..there is a gap between your desire and reality..that gap is a problem to be solved.

Likewise, you can look out any gap between the desired level and current actual status as a gap and consider it as a problem.

Why this term understanding/clarity is required?

When we have precise clarity on the definition of a problem from a professional or business perspective, it will help us narrow or define the solution objective quickly. Otherwise, we struggle to progress on the problem-solving approach.

For example,

one of the business heads mentioned that he has people problems in his organization. The people problem could be excess / scarcity of people or skill or behavioral or integrity related. When you express people's problems, that would be generic, and no progress will be on it.
Later on, when we clarified the definition, he articulated that his people are loyal and good; however, he expected the team to take independent decisions in his absence. In reality, the team does not make decisions without his guidance. That is a gap that makes it easy to move to the next step in problem-solving.

When you have clarity about your expectations on any aspects and relate to existing reality, you define the problem precisely as this will help move to the next level of the problem-solving step.

We need to articulate the problem or understand the problem from desirable / expectation vs. reality to get clarity.

Let us discuss some other aspects of the problem-solving process next week.

Have a great week ahead.

Book Review- Smart Choices

 Book Review- Smart Choices 

(Emotional Management for Personal & Professional Growth Series)

Recently i came across this book " Smart Choices" related to decision making and problem-solving.

The authors believe that decision making is a fundamental life skill and try to simplify any complex problem using the approach PROACT as they coined, which expanded into problem defining - Objective clarity-developing alternatives -understanding the consequences- Tradeoff the gain and pain.

The authors use their practical experience to share the concepts with simple language as easy to read.

If you would like to get a holistic idea about problem-solving and decision making, then i suggest reading the book as it is available in all formats (hardcover/kindle/ebook / audio format.)

https://amzn.to/3Jo0r1k

Good to read once.

Have a great week ahead!

Problem Solving Vs. Decision making

 Problem Solving Vs. Decision making 

(Emotional Management for Personal & Professional Growth Series)

 

In the last few weeks, we have discussed some aspects of emotions that affect the quality of decisions. First, we need awareness about emotions. Second, we need to develop structured problem-solving capability, which to some extent, will help us not to get into the trap of emotional bias in decision making.
 
What is meant by problem-solving?

Problem-solving is an analytical process to solve the problem. It is more of a structured way of solving the issues.
 
The problem could be making decisions on the complex business problems like

Should i invest in a new business or not?
Which candidate i recruit, candidate A or Candidate B? 
How much inventory do I need to keep to manage the uncertainty?
How should I select the stock as there are plenty of options in the market?
 
In all the above examples, you have a choice to go ahead with impulsive, emotional decisions or you have an option to apply a structured problem-solving process. Both choices will have an impact on the quality of decisions.
 
Problem-solving is a process of understanding the facts, removing unnecessary noises in the data, looking for patterns or insights or root causes, making the right actions and implementing the actions, and looking for evidence of improvement.
 
Problem-solving vs. decision making
 
Problem-solving is a process, and decision-making is an outcome of problem-solving. Both are interrelated. 
 
If we couple analytical problem solving and decision making, there is a high chance that we are making the right decisions as it is a logical or rational approach than emotional.

Why is problem-solving capability important?
 
One of the prime responsibilities of a manager or leader is making impactful decisions at the right time. Quality of decision-making will improve only when they learn the art of solving the problem in a structured way, particularly for all chronic or complex business challenges.
The World economic forum lists problem-solving competency as one of the Top 5 competencies for the 21^st century. I remembered that the forum survey reported that professionals with problem-solving capability would have more demand and be paid high in the job market.
As i observed, many leaders in organizations who possess excellent problem-solving capabilities will run the organization more effectively than those who lack the same.

Problem-solving and decision-making are competencies each manager and leader to develop for professional growth.
 
Let us discuss the following insights in the next few weeks.
 
The process of problem solving and steps involved ; 
The myth of the problem-solving approach
The skillset required for problem-solving
Methods of developing the problem-solving competency as an individual and organization
 
Have a great week ahead.

Awareness of thinking traps in decision making

 Awareness of thinking traps in decision making 

(Emotional Management for Personal & Professional Growth Series)

As we have discussed the different types of thinking traps that affect our decision-making process, let us summarise the thinking traps and their influence on our decisions.

• Except for routine activities, most of us have decision dilemmas in all business decisions.

• We generally assume that we are logical thinkers and equipped with tools and techniques for decision-making. However, research says that despite all the resources on the rational decision-making process, we are unconsciously trapped into thinking bias which affects the quality of decision making, particularly in complex business decisions.

 
Some of the thinking traps we have discussed with examples are
 

• Giving excess weightage to the first information
• Maintaining the status quo even though it is not relevant now
• Seeking confirmation evidence for our initial thought from people who are favoring us
• Not clearly defining the problem itself
• Judgement trap either overconfidence or underestimating.

 
In every stage of the business decision-making process, we have more stakeholders, more assumptions, and inputs coming from different ends, leading to misperception. This bias influences our choices or decision-making quality.

Some of the above thinking traps can work in isolation, or they can work in combination.

For example, we give more weightage to the first information we receive, believe it true, and seek confirmation from the people in favor of our initial thinking. Then we take some decisions that will become status quo. We stick to it as our sunk cost mentality will not allow us to detach ourselves from our earlier decisions and finally get into the trap of living with the pain of our decision.

The only protection from the different thinking trap is AWARENESS.
 
Even though we cannot avoid the inputs/assumptions from different stakeholders, we can build tests and be disciplined enough in the decision-making process, which will help to get into the trap. That needs a step back and challenge our thought process while making decisions in important events.

More we take unbiased choices without a trap, our confidence improves.

It is easier said than done; however, it needs awareness and practice to take the unbiased, right decisions in a complex business environment.

Have a great week ahead.