Using Unambiguous Problem Solving Techniques

It’s true: Each problem is different — There may be no perfect solution — You may be in a time crunch — Someone may be offended no matter what your decision.
Even so, your problems must have a timely and considered solution.
But, it isn’t so much the application of a set recipe that will bring the best leadership results, it’s the way you go about solving problems — that’s the larger and most important key.

FIRST — recondition your thinking process.
Transform your style in handling problems into a higher level of leadership skill:

• Give a measured, thoughtful approach.


• Bring an independent and objective attitude.


• Instinctively and quickly search for facts and information that is relevant to the problem.


• Eliminate the consideration of “who is right.”


• Hold fast to the objective of “what is right.”

SECOND — stick to a routine of using proven methods:

• Make written notes on paper, computer, or ‘white board.’ This triggers your brain to use more of your resources. It helps to keep your attention and prevent your thoughts from straying into unrelated details. This doesn’t need to be extensive. Key words and outlines will do.
  
• Clarify the problem. State it in the form of a question in one sentence.


• Verify the problem. Does a problem really exist? Are the conditions simply “different” rather than unacceptable?


• List the factors that “feed” the problem. Where has the problem come from? When did it start? Who was involved?


• Look for coincidence. Did the problem arise at the same time another event occurred? Did one factor trigger another? Are any factors working in parallel? Do any of the contributing factors have anything in common?


• Brainstorm for answers. Let potential solutions flow easily and unrestricted. Consider easy and complex solutions. Write quickly and freely.


• Rank your list of solutions. Make a confident judgment. What solution has the best potential given your constraints for time, money, personnel, equipment, etc.


• Incubate your top considerations. Walk away from your deliberation — literally. Physically, emotionally, and intellectually make a change in your surroundings. This will “reset” your evaluation skills.


• Form a conclusion. Don’t seek perfection. Among all the alternatives, fix upon the one with the highest potential, the one you “feel” best about, the one that has the best fit.


• Substantiate your decision. Ask yourself, “Why is that the solution?” Then, in a listing form, answer, “This is why …”


• Map an alternative action. Later, as you implement your decision, there may be circumstances that require you to change or alter your plan. Anticipate the possibility for changes by considering alternatives.


• Publish your decision. Tell those who are involved, “This is what I’ve decided. Unless you have direct and pressing reasons why this would be incorrect, let’s take this action.”

   — Joel Stock
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