Resolve Problems by Making Skilful Decisions
The "how" thinker gets problems solved effectively because he/she wastes no time with futile "ifs" but goes right to work on the creative "how" — Norman Vincent Peale
Problems are like puzzles waiting to be put together. Similarly, resolving problems, at work — achieving targets, meeting deadlines, planning future assignments, etc. — require to tax your brains to reach a suitable decision.
Tackling problems in a systematic and rational way is a continuous process, which is reliant on skilful decision-making. This process allows one to reach a goal and experience obstacles on the way. If you decide your goal is to put an end to your procrastination then implement solutions, which are linked to the goal of completing your assignments as soon as possible. One goal may lead you to make a priority list of tasks; the other goal may lead you to apply deadlines for your assignments. So working out your goals is a vital part of the problem solving process.
Take another example of solving a problem constructively — a customer service manager who wants to solve customer complaints about poor service would involve the manager to commission research to find out why customers think that service is poor by getting comments from the customers. Probably, they may say that phones are only answered after many rings; staff seems distracted and under pressure; staff need second visits to bring extra parts; customers don’t know what time the fixer will arrive; staff members do not always seem to know what they are doing. After receiving the feedback, the manager can group these problems together, score each group by the number of complaints, and order the list: lack of staff training, less workforce, poor organisation and preparation. By doing the analysis above, the manager can see the vast majority of problems can be solved by improving staff skills by training them, increasing the number of staff members, and possibly installing new computer systems.
The above problems are solved systematically and to get it right you need to follow some steps.
Firstly, when you’ve a problem, define the problem briefly, but specifically considering both sides’ keeping in mind the feelings about the subject of the conflict. To define consider questions like What is the problem? How do I solve this problem? Does it need an immediate solution, or can it wait or will go away by itself? What conditions must the solution satisfy? Will the solution affect something that must remain unchanged? etc.
Whilst solving problems fix a good time and a place with an agenda. Discuss only one problem at a time and summarise it. Both parties should keep a collaborative attitude in resolving the problem and see it as a mutual one.
State the defined problem, brainstorm solutions and evaluate their advantages and disadvantages and their impact on each individual involved and on their relationships. You can also seek ideas about possible solutions from friends, family, a partner, a counsellor, books or internet. Maybe gather data and do research. See the problem in different ways. The aim is to collect as many alternative solutions as possible.
Keep in mind a critical factor — overlapping of other problems with the one you’re resolving. In case, this happens use a flexibility approach where you may have to return to earlier steps or work them simultaneously as you find the best solution.
After weighing all alternatives (solution will work or not, are resources available, will people accept it, etc.) decide on the best option. Thereafter, communicate the strategy to stakeholders — important or necessary — as well as inform those who care for you and/or will be affected by the change. Prepare them as necessary about your decision and implement it completely.
Thereafter, monitor the progress of the solution, the effects of it on resources and stakeholders, and your timeline.
Following the execution of the solution, evaluate the effectiveness of your solution by asking yourself (and others) How effective was that solution? Did it achieve what it should? What consequences did it have on the conflicting situation? What changes should be made to avoid this type of problem in the future? etc.
If the solution helped you solve the problem and reach your goal, then the problem was successfully solved. But, if you feel dissatisfied with the result, then you can begin the steps again.
Subsequent to executing the resolution successfully write a brief memo that highlights the success of the problem solving effort, and what you learned as a result. Share it with your boss, peers and subordinates.
Also, reward yourself for sorting out the problem adeptly. This gives you confidence for facing future challenges.
Time and again, you will see that the problems are only tough decisions waiting to be made. And, if you have done your best, you have this as one measure of success!
The "how" thinker gets problems solved effectively because he/she wastes no time with futile "ifs" but goes right to work on the creative "how" — Norman Vincent Peale
Problems are like puzzles waiting to be put together. Similarly, resolving problems, at work — achieving targets, meeting deadlines, planning future assignments, etc. — require to tax your brains to reach a suitable decision.
Tackling problems in a systematic and rational way is a continuous process, which is reliant on skilful decision-making. This process allows one to reach a goal and experience obstacles on the way. If you decide your goal is to put an end to your procrastination then implement solutions, which are linked to the goal of completing your assignments as soon as possible. One goal may lead you to make a priority list of tasks; the other goal may lead you to apply deadlines for your assignments. So working out your goals is a vital part of the problem solving process.
Take another example of solving a problem constructively — a customer service manager who wants to solve customer complaints about poor service would involve the manager to commission research to find out why customers think that service is poor by getting comments from the customers. Probably, they may say that phones are only answered after many rings; staff seems distracted and under pressure; staff need second visits to bring extra parts; customers don’t know what time the fixer will arrive; staff members do not always seem to know what they are doing. After receiving the feedback, the manager can group these problems together, score each group by the number of complaints, and order the list: lack of staff training, less workforce, poor organisation and preparation. By doing the analysis above, the manager can see the vast majority of problems can be solved by improving staff skills by training them, increasing the number of staff members, and possibly installing new computer systems.
The above problems are solved systematically and to get it right you need to follow some steps.
Firstly, when you’ve a problem, define the problem briefly, but specifically considering both sides’ keeping in mind the feelings about the subject of the conflict. To define consider questions like What is the problem? How do I solve this problem? Does it need an immediate solution, or can it wait or will go away by itself? What conditions must the solution satisfy? Will the solution affect something that must remain unchanged? etc.
Whilst solving problems fix a good time and a place with an agenda. Discuss only one problem at a time and summarise it. Both parties should keep a collaborative attitude in resolving the problem and see it as a mutual one.
State the defined problem, brainstorm solutions and evaluate their advantages and disadvantages and their impact on each individual involved and on their relationships. You can also seek ideas about possible solutions from friends, family, a partner, a counsellor, books or internet. Maybe gather data and do research. See the problem in different ways. The aim is to collect as many alternative solutions as possible.
Keep in mind a critical factor — overlapping of other problems with the one you’re resolving. In case, this happens use a flexibility approach where you may have to return to earlier steps or work them simultaneously as you find the best solution.
After weighing all alternatives (solution will work or not, are resources available, will people accept it, etc.) decide on the best option. Thereafter, communicate the strategy to stakeholders — important or necessary — as well as inform those who care for you and/or will be affected by the change. Prepare them as necessary about your decision and implement it completely.
Thereafter, monitor the progress of the solution, the effects of it on resources and stakeholders, and your timeline.
Following the execution of the solution, evaluate the effectiveness of your solution by asking yourself (and others) How effective was that solution? Did it achieve what it should? What consequences did it have on the conflicting situation? What changes should be made to avoid this type of problem in the future? etc.
If the solution helped you solve the problem and reach your goal, then the problem was successfully solved. But, if you feel dissatisfied with the result, then you can begin the steps again.
Subsequent to executing the resolution successfully write a brief memo that highlights the success of the problem solving effort, and what you learned as a result. Share it with your boss, peers and subordinates.
Also, reward yourself for sorting out the problem adeptly. This gives you confidence for facing future challenges.
Time and again, you will see that the problems are only tough decisions waiting to be made. And, if you have done your best, you have this as one measure of success!
