“If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” – Albert Einstein
“We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein
“It’s so much easier to suggest solutions when you don’t know too much about the problem.” Malcolm S. Forbes
Have you identified the real issue?
Are you spending time solving a problem before understanding and defining the problem?
Have you defined the causes of the problem?
Are you ignoring the problem, hoping that the situation will just improve over time?
Leaders often rush to solve problems because of the paradigm that the leader must have all the answers. Well, hold up. Is your solution really going to solve the problem? Or is it just a bandage? Or will the solution end up creating a bigger problem?
The quotes above have been my favorites for many years. When I work with teams, typically there are issues to address, ideas to explore and, more often than not, problems to solve. Solving the problem is the focus, however, LEARNING how to solve problems is the real drill. Groups identify what they perceive the problem to be, and then proceed to state the “obvious” solution. Wrong! We don’t really understand the problem and its causes, and have not thoroughly thought through the resolution.
Here’s the five-step process I teach for collaborative problem solving:
- State the Problem – More often than not, groups proceed to solving a problem that’s not really the problem. Be clear about what the real problem is and come to group consensus about that statement. Write it down where everyone can see it.
- Define the Causes of the Problem – It’s important to know and understand what’s behind the problem. If solving the problem makes other things worse, that’s not the best solution. Understand the “WHY.”
- Identify ALL the Potential Solutions – Yes, make a list of every solution you can imagine. This is brainstorming. Agree that every idea lives to be qualified, and sorted next. Some ideas will be good and some will not be very valuable. However, the ideas that are not useful may lead to ideas that you had not previously considered.
- Sort or Combine Ideas for Strength – Too many strategies might be counterproductive, so narrow down the list to what’s manageable and choose the top idea or ideas. Sometimes the solution is a sequence of actions implemented in sequence.
- Agree on the Final Solution – Choose a strategy and commit to it. By this time, the team should have clarity and be able to support the top strategy or strategies.
An additional problem is sorting ideas. We can create lots of data and identify lots of possibilities. Here are some strategies for gaining clarity in sorting and prioritizing options:
- Force Field Analysis – State the problem or issue, identify two polarities, make a list on each side, and then make an objective comparison of the data.
- Matrix – Define the things to analyze, such as cost, time, or difficulty. Choose two and create a matrix like the example below.
- Multiple Choice – Describe the options (A, B, C, etc.) and place the strategies side-by-side for comparison.
Leadership is a balance of action and reflection. Think first, and then act with clarity.
Hugh Ballou
The Transformational Leadership Strategist
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