Peter Drucker (1967) wrote that ‘In every area of effectiveness within an organization, one feeds the opportunity and starves the problem’. It is indeed often said that ‘there are no problems, only opportunities’.
This is not universally true of course, but it does emphasize the point
that a problem should lead to positive thinking about what is to be done now. It is not the time for recriminations. If a mistake has been made, the reasons for it should be analysed so that it does not happen again.
The following are 10 steps for effective problem-solving:
This is not universally true of course, but it does emphasize the point
that a problem should lead to positive thinking about what is to be done now. It is not the time for recriminations. If a mistake has been made, the reasons for it should be analysed so that it does not happen again.
The following are 10 steps for effective problem-solving:
1. Define the situation – establish what has gone wrong or is potentially going to go wrong.
2. Specify objectives – define what is to be achieved now or in the future to deal with an actual or potential problem or a change in circumstances.
3. Develop hypotheses – come up with theories about what has caused the problem.
4. Get the facts – find out what has actually happened and contrast this with an assessment of what ought to have happened. Obtain information about internal or external constraints that affect the situation. However, remember what Nietzsche (1883) wrote: ‘There are no facts, only interpretations’. Try to understand the attitudes and motivation of those concerned. Remember that people will see what has happened in terms of their own position and feelings (their framework of reference).
5. Analyse the facts – determine what is relevant and what is irrelevant. Diagnose the likely cause or causes of the problem. Do not be tempted to focus on symptoms rather than root causes. Test any assumptions. Dig into what lies behind the problem.
6. Identify possible courses of action – spell out what each involves.
7. Evaluate alternative courses of action – assess the extent to which they are likely to achieve the objectives, the cost of implementation, any practical difficulties that might emerge and the possible reactions of stakeholders.
8. Weigh and decide – determine which alternative is likely to result in the most practical and acceptable solution to the problem. This is often a balanced judgement.
9. Plan implementation – timetable, project management, and resources required.
10. Implement – monitor progress and evaluate success. Remember that a problem has not been solved until the decision has been implemented. Always work out the solution to a problem with implementation in mind.
2. Specify objectives – define what is to be achieved now or in the future to deal with an actual or potential problem or a change in circumstances.
3. Develop hypotheses – come up with theories about what has caused the problem.
4. Get the facts – find out what has actually happened and contrast this with an assessment of what ought to have happened. Obtain information about internal or external constraints that affect the situation. However, remember what Nietzsche (1883) wrote: ‘There are no facts, only interpretations’. Try to understand the attitudes and motivation of those concerned. Remember that people will see what has happened in terms of their own position and feelings (their framework of reference).
5. Analyse the facts – determine what is relevant and what is irrelevant. Diagnose the likely cause or causes of the problem. Do not be tempted to focus on symptoms rather than root causes. Test any assumptions. Dig into what lies behind the problem.
6. Identify possible courses of action – spell out what each involves.
7. Evaluate alternative courses of action – assess the extent to which they are likely to achieve the objectives, the cost of implementation, any practical difficulties that might emerge and the possible reactions of stakeholders.
8. Weigh and decide – determine which alternative is likely to result in the most practical and acceptable solution to the problem. This is often a balanced judgement.
9. Plan implementation – timetable, project management, and resources required.
10. Implement – monitor progress and evaluate success. Remember that a problem has not been solved until the decision has been implemented. Always work out the solution to a problem with implementation in mind.
Project managers face problems with every project. By building problem-solving into your project and problem collaboration into your project team you will ensure that problems are dealt with promptly. You will also establish a track record of being able to identify and deal with problems. This is a useful notch on your project manager’s belt.
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