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Problem-solving is an important part of planning and decision-making. The process has much in common with the decision-making process, and in the case of complex decisions, can form part of the process itself.
We face and solve problems every day, in a variety of guises and of differing complexity. Some, such as the resolution of a serious complaint, require a significant amount of time, thought and investigation. Others, such as a printer running out of paper, are so quickly resolved they barely register as a problem at all.
Despite the everyday occurrence of problems, many people lack confidence when it comes to solving them, and as a result may chose to stay with the status quo rather than tackle the issue. Broken down into steps, however, the problem-solving process is very simple. While there are many tools and techniques available to help us solve problems, the outline process remains the same.
The main stages of problem-solving are outlined below, though not all are required for every problem that needs to be solved.
1. Define the Problem
Clarify the problem before trying to solve it. A common mistake with problem-solving is to react to what the problem appears to be, rather than what it actually is. Write down a simple statement of the problem, and then underline the key words. Be certain there are no hidden assumptions in the key words you have underlined. One way of doing this is to use a synonym to replace the key words. For example, ‘We need to encourage higher productivity’ might become ‘We need to promote superior output’ which has a different meaning.
2. Analyze the Problem
Ask yourself, and others, the following questions.
- Where is the problem occurring?
- When is it occurring?
- Why is it happening?
Be careful not to jump to ‘who is causing the problem?’. When stressed and faced with a problem it is all too easy to assign blame. This, however, can cause negative feeling and does not help to solve the problem. As an example, if an employee is underperforming, the root of the problem might lie in a number of areas, such as lack of training, workplace bullying or management style. To assign immediate blame to the employee would not therefore resolve the underlying issue.
Once the answers to the where, when and why have been determined, the following questions should also be asked:
- Where can further information be found?
- Is this information correct, up-to-date and unbiased?
- What does this information mean in terms of the available options?
3. Generate Potential Solutions
When generating potential solutions it can be a good idea to have a mixture of ‘right brain’ and ‘left brain’ thinkers. In other words, some people who think laterally and some who think logically. This provides a balance in terms of generating the widest possible variety of solutions while also being realistic about what can be achieved. There are many tools and techniques which can help produce solutions, including thinking about the problem from a number of different perspectives, and brainstorming, where a team or individual write as many possibilities as they can think of to encourage lateral thinking and generate a broad range of potential solutions.
4. Select Best Solution
When selecting the best solution, consider:
- Is this a long-term solution, or a ‘quick fix’?
- Is the solution achievable in terms of available resources and time?
- Are there any risks associated with the chosen solution?
- Could the solution, in itself, lead to other problems?
This stage in particular demonstrates why problem-solving and decision-making are so closely related.
5. Take Action
In order to implement the chosen solution effectively, consider the following:
- What will the situation look like when the problem is resolved?
- What needs to be done to implement the solution? Are there systems or processes that need to be adjusted?
- What will be the success indicators?
- What are the timescales for the implementation? Does the scale of the problem/implementation require a project plan?
- Who is responsible?
Once the answers to all the above questions are written down, they can form the basis of an action plan.
6. Monitor and Review
One of the most important factors in successful problem-solving is continual observation and feedback. Use the success indicators in the action plan to monitor progress on a regular basis. Is everything as expected? Is everything on schedule? Keep an eye on priorities and timelines to prevent them from slipping.
If the indicators are not being met, or if timescales are slipping, consider what can be done. Was the plan realistic? If so, are sufficient resources being made available? Are these resources targeting the correct part of the plan? Or does the plan need to be amended? Regular review and discussion of the action plan is important so small adjustments can be made on a regular basis to help keep everything on track.
Once all the indicators have been met and the problem has been resolved, consider what steps can now be taken to prevent this type of problem recurring? It may be that the chosen solution already prevents a recurrence, however if an interim or partial solution has been chosen it is important not to lose momentum.
Problems, by their very nature, will not always fit neatly into a structured problem-solving process. This process, therefore, is designed as a framework which can be adapted to individual needs and nature.
