By Daniel Bobinski
Every organization worth its salt strives for continuous improvement. It’s great when an organization has this mindset, but when it comes to problem-solving, that’s almost always done best with small teams.
Research shows that people working in small teams to tackle or remove obstacles are more likely to ask questions and brainstorm solutions. On smaller teams, groupthink gets minimized and so does fear of getting mocked for offering an idea that someone else thinks is dumb.
It’s been said that sometimes the problem with problem-solving is the way we look at the problem. With that in mind, let’s go through a few basic suggestions. After all, problem-solving is a critical skill for organizational success.
BE OPEN-MINDED
I’ve heard horror stories of bosses who discount solutions because they’re not coming from the “right” person. Then, after a few days of exploration, it turns out “that” person’s solution worked best. That’s a lot of wasted time and also damaged morale.
We should be open to considering all input and all solutions, even if ideas are coming from someone who’s not the company rock star. In fact, not only should we be open to it, we should invite it. The objective in any problem-solving endeavor is to solve a problem in the best way possible, not for the right person to have the solution.
Along with that idea, we should also seek input from those who aren’t on the problem-solving team. You’ve probably heard the story about the different blind people being asked to stand next to an elephant and describe it. One, touching the leg, says an elephant is like a tree trunk. The blind person touching the tail says an elephant is a like a rope. The person touching the animal’s side says an elephant is like a wall. None of them are 100 percent correct, but none of them are wrong, either.
Similarly, if we actively seek input from people who see the problem from different angles, you get a bigger and better understanding and can often arrive at a more comprehensive solution.
CHALLENGE ASSUMPTIONS
This guideline complements being open-minded, in that it means being cognizant of the fact that neither we nor the people are our teams know all there is to know. Oftentimes people say things with confidence when what they’re really offering is conjecture. If we’re going to be factual and truthful, then we need to be able to test what we’re discussing.
Put another way, sometimes things are said without concrete evidence. A couple of well-phrased questions asked with respectful voice tones can help us explore and work through unverified statements. Underscore that part about using respectful voice tones, but one question might be, “What evidence exists for that?”
The key here is to inquire so that assumptions can be explored, but done in way that allows people to save face if needed. It’s OK to brainstorm, but sometimes we need to clarify where things are coming from so we remain on a solid foundation.
TRY A CHANGE OF VENUE
Familiar environments are usually comfortable in that they are predictable. We tend to meet in the same offices or in the same conference rooms. It’s not against the law to get together for a problem-solving session at an unusual venue. One gentleman I know took his team out for pizza whenever they got stuck solving a problem. He believed a different setting and trying different types of pizza got people thinking differently.
This is similar to Agent K in the third “Men in Black” movie. Agent K’s grandfather always said that if you have problems you can’t solve, go have some pie. The idea in all of this is a different atmosphere helps to clear one’s mind which leads to fresh perspectives.
THINK FAR OUTSIDE THE BOX
Oftentimes people place limitations on their ideas before those ideas can be spoken and explored for their potential. Those self-limiting roadblocks are usually in place because people don’t want to be scoffed at for making suggestions seen as unrealistic. The problem with these self-imposed limitations is that many fantastic ideas go unspoken.
One method I recommend to overcome this is called, “Disney’s Creative Strategy.” It was a brainstorming techniques that had three distinct phases: the Dreamer phase, the Realist phase and the Spoiler phase.
In the Dreamer phase, teams were encouraged to dream up the most fantastic and absurd ideas for solving a problem. They were to place no filters or limitations on their imagination, such as no cost constraints nor manpower constraints.
In the Realist phase, ideas were re-examined and re-worked into something more practical. The focus was on how something could be done with the resources actually available instead of why something couldn’t be done.
The Spoiler phase was reserved for Walt Disney himself. He would carefully examine the ideas and look for flaws. The purpose wasn’t to criticize, it was to figure out what needed to be done to ensure an idea’s success.
Teams tasked with solving big problems might find Disney’s technique useful.
USE A ROOT CAUSE ANALYSIS TOOL
Several different techniques exist for getting to the root cause of a problem. I won’t take up this space to explain each one, as instructions for using them can be found online. These are not tools for deciding which caterer to use for the next company gathering, but rather problems that have multiple causes and can’t be resolved with just one action.
Look up Fishbone (or Ishikawa) diagrams, Five Whys, and Failure Mode and Analysis (FMEA). Each has pros and cons, and some are better suited to solving one type of problem over another. I suggest these tools because they use a systematic, analytical approach, and some people are much more comfortable with such methods.
Bottom line, problems, or obstacles, appear in every organization. Successful organizations are those with teams that can solve those problems. I’ll assume you’re in such an organization. If not – now’s a good time to move in that direction.
Daniel Bobinski, who has a doctorate in theology, is a best-selling author and a popular speaker at conferences and retreats. For more than 30 years he’s been working with teams and individuals (1:1 coaching) to help them achieve excellence. He was also teaching Emotional Intelligence since before it was a thing. Reach him by email at DanielBobinski@protonmail.com or 208-375-7606.
