Solving the Real Problem

One of the most important pieces in any strategic decision, especially those that will involve a change of some kind (all of them?), is the problem statement.  We’ve all worked in an organization that creates a change in process we see little value in.  This can be the result of many things, including poor communication of the vision, failure to create a sense of urgency, and poor problem definition.   The main issue that can be the root cause of this is the problem definition and subsequent statement. 

In order for people to buy in to change, you must first convince them there is a need to change.  If it ain’t broke, don’t fix it, right?  Problem definition is the best way to start a change process to make sure you’re making a change to improve a process that actually needs improving.

To start the problem definition, follow these steps:

1.       Separate symptoms from problems

·         Symptom: The car won’t start

·         Problem: There is no fuel in the tank

 This step is crucial because we often find companies taking action to fix the symptoms while leaving the root cause untouched (often called a Band-Aid solution).  For instance, forming a committee to gather and push the car to its destination.  This gets the car to the right location, but it requires far more resources and it’s not a sustainable fix. 

2.       Agree on the problem – with the right people in the room

You can’t create a good problem statement without including the people who will be directly affected by the change.  From your perspective, you may only be exposed to the problem symptoms.  Using the car example, let’s assume there is indeed fuel and the problem is deeper in the engine.  You can’t expect a group of accountants to diagnose the issue unless they have a mechanic in the room. 

3.       State the problem

 

                 Now that you have agreed on the problem, start communicating it to the stakeholders    and build a task team to help with the next step.  (It will likely include almost all of the people who helped you define the problem, with a few additions if necessary).  Allow time for feedback!

 

4.    Begin brainstorming

Now that you know what the problem is, you can begin brainstorming solutions to fix it.  Again, with the right people in the room.  You will eventually need to implement your solutions, and you have been engaging with the stakeholders from the first step forward, assembling a change team of local influencers will be easy. 

Many managers and leaders want to jump straight to step 3 and start getting people together and brainstorming a solution.  For some simple problems that are quite obvious, this may be effective.  For complex problems that have a wide impact, it’s imperative that the people at the table first come to a consensus on what the problem is, or if there even is a problem to begin with.  I would caution skipping these steps even in simple problems until you have engaged the people doing the job at every level.  They may know something you don’t know and save you and the company time and money solving the wrong problem.