FORMILOZA, MARY CHRISTINE

BSA 1-5

PROBLEM SOLVING
PROBLEM SOLVING

Problems are at the center of what many people do at work every day. Whether you're
solving a problem for a client (internal or external), supporting those who are solving problems,
or discovering new problems to solve, the problems you face can be large or small, simple or
complex, and easy or difficult.

A fundamental part of every manager's role is finding ways to solve them. So, being a
confident problem solver is really important to your success. Much of that confidence comes
from having a good process to use when approaching a problem. With one, you can solve
problems quickly and effectively. Without one, your solutions may be ineffective, or you'll get
stuck and do nothing, with sometimes painful consequences.

WHO IS PROPONENT OF PROBLEM SOLVING?

Whether you like it or not, whether you are going to be a mother, father, teacher,
computer programmer, scientist, researcher, business owner, coach, mathematician, manager,
doctor, lawyer, banker (the list can go on and on).  Some people think that you either can do it or
you can't.  Contrary to that belief, it can be a learned trade.  Even the best athletes and musicians
had some coaching along the way and lots of practice.  That's what it also takes to be good at
problem solving.

George Polya, known as the father of modern problem solving, did extensive studies and
wrote numerous mathematical papers and three books about problem solving.  I'm going to show
you his method of problem solving to help step you through these problems.

FOUR STEPS PROCESS IN PROBLEM SOLVING

1. Define the problem

Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful
techniques at this stage include using flowcharts to identify the expected steps of a process
and cause-and-effect diagrams to define and analyze root causes.

The chart below identifies key steps for defining problems. These steps support the involvement
of interested parties, the use of factual information, comparison of expectations to reality and a
focus on root causes of a problem. What’s needed is to:
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BSA 1-5

 Review and document how processes currently work (who does what, with what
information, using what tools, communicating with what organizations and individuals, in what
time frame, using what format, etc).
 Evaluate the possible impact of new tools and revised policies in the development of a
model of “what should be.”

2. Generate alternative solutions

Postpone the selection of one solution until several alternatives have been proposed. Having a
standard with which to compare the characteristics of the final solution is not the same as
defining the desired result. A standard allows us to evaluate the different intended results offered
by alternatives. When you try to build toward desired results, it’s very difficult to collect good
information about the process.

Considering multiple alternatives can significantly enhance the value of your final solution. Once
the team or individual has decided the “what should be” model, this target standard becomes the
basis for developing a road map for investigating alternatives. Brainstorming and team problem-
solving techniques are both useful tools in this stage of problem solving.

Many alternative solutions should be generated before evaluating any of them. A common
mistake in problem solving is that alternatives are evaluated as they are proposed, so the first
acceptable solution is chosen, even if it’s not the best fit. If we focus on trying to get the results
we want, we miss the potential for learning something new that will allow for real improvement.

3. Evaluate and select an alternative

 A particular alternative will solve the problem without causing other unanticipated
problems.
 All the individuals involved will accept the alternative.
 Implementation of the alternative is likely.
 The alternative fits within the organizational constraints.

4. Implement and follow up on the solution

Leaders may be called upon to order the solution to be implemented by others, “sell” the solution
to others or facilitate the implementation by involving the efforts of others. The most effective
approach, by far, has been to involve others in the implementation as a way of minimizing
resistance to subsequent changes.

Feedback channels must be built into the implementation of the solution, to produce continuous
monitoring and testing of actual events against expectations. Problem solving, and the techniques
used to derive elucidation, can only be effective in an organization if the solution remains in
place and is updated to respond to future changes.
 FORMILOZA, MARY CHRISTINE
BSA 1-5

DIFFERENT TECHNIQUE IN PROBLEM SOLVING

 Separate ideation from evaluation. When you brainstorm creative

ideas, have a separate time for listing it all down. Focus on generating lots of
ideas. Don't prioritize or evaluate them until everything is captured.

 Judging will shut it down. Nothing stops the flow of creative ideas
faster than judging them on the spot. Wait until the brainstorming is over
before you evaluate.

 Restate problems as questions. It's easier to entice a group into

thinking of creative ideas when challenges are stated as open-ended
questions.

 Use "Yes and" to expand ideas . Here's one of the basic tenets of
improv comedy. It's way too easy to shut down and negate ideas by using the
word "but." (i.e. "But I think this is better...") Avoid this at all costs. Instead,
expand on what was previously introduced by saying "Yes, and..." to keep
ideas flowing and evolving.

Brainstorming

Workplace sometimes benefit from new ideas and this can call for brainstorming. Management and staff
come together in a room and start writing down the first ideas that come to their minds. Then the group
expands on what it perceives as being the best ideas until the foundation of a solution is created.
Brainstorming is an excellent way to get input from a variety of staff members and managers that can
give your company the options it needs to create a workable solution.

Delegation

Each member of a work group has his own set of responsibilities. Those responsibilities are based on
that staff member's experience and educational background. Part of workplace problem-solving is
respecting the delegation of responsibility and allowing each employee and manager to contribute his
FORMILOZA, MARY CHRISTINE
BSA 1-5

bit of information to the overall problem. Respecting delegated responsibility also helps the work group
to become more efficient as a team and will increase overall team productivity.

Committees

Committees can be permanent or temporary portions of work groups that are responsible for solving
specific workplace issues. For example, if the logistics department is experiencing challenges with a
particular shipping company, then a committee can be created to look into the issue and develop a
solution. It is common for committees to be made up of employees who have the specific skills needed
to get the job done. For instance, the committee to solve the shipping problem could be made up of the
shipping manager, the shipping representative that deals with the problem company and the
representative that deals with the more reliable shipping company that is used in order to give a model
of how a successful relationship with a shipping company operates.

Evaluations

Monitoring employee and department progress versus company goals is an ongoing workplace problem-
solving process to maintain productivity. Evaluations are used by managers and executives to compare
actual performance against the goals laid out in the company business plan, or in a specific marketing
plan. The analysis of those results is used to determine what issues need to be addressed, and then a
plan is created to address the issues. For example, if actual sales revenue is falling behind company
projections for the year, then an evaluation of the sales process will reveal shortcomings in sales
methods that need to be corrected in order to get revenue production back on track.