Tag: Problem Solving

Working on Problems in Your Team

Working on Problems in Your Team

The escalation of anger in ‘hot’ situations in the team can be easily prevented, if a system for discussing contentious issues is in place. In this blog post, we will discuss how to work effectively on the problem. Specifically, we will tackle constructive disagreement, negotiation tips, building a consensus and identifying solutions.

Using Constructive Disagreement

There is nothing wrong with disagreement. No two people are completely similar, therefore it’s inevitable that they would disagree on at least one issue. There’s also nothing wrong in having a position and defending it.

To make the most of a disagreement, you have to keep it constructive. The following are some of the elements of a constructive disagreement:

Solution-focus. The disagreement aims to find a workable compromise at the end of the discussion.

Mutual Respect. Even if the two parties do not agree with one another, courtesy is always a priority.

Win-Win Solution. Constructive disagreement is not geared towards getting the “one-up” on the other person. The premium is always on finding a solution that has benefits for both parties.

Reasonable Concessions. More often than not, a win-win solution means you won’t get your way completely. Some degree of sacrifice is necessary to meet the other person halfway. In constructive disagreement, parties are open to making reasonable concessions for the negotiation to move forward.

Learning-Focus. Parties in constructive disagreement see conflicts as opportunities to get feedback on how well a system works, so that necessary changes can be made. They also see it as a challenge to be flexible and creative in coming up with solutions for everyone’s gain.

Negotiation Tips

Negotiations are sometimes a necessary part of arriving at a solution. When two parties are in a disagreement, there has to be a process that would surface areas of bargaining. When a team member is given the opportunity to present his side and argue for his or her interests, anger is less likely to escalate.

The following are some tips on negotiation during a conflict:

Context is an important element in the negotiation process. The location of the meeting, the physical arrangement of room, as well as the time the meeting is held can positively or negatively influence the participants’ ability to listen and discern. For example, negotiations held in a noisy auditorium immediately after a stressful day can make participants irritable and less likely to compromise.

Before entering a negotiating table, do your research. Stack up on facts to back up your position, and anticipate the other party’s position. Having the right information can make the negotiation process run faster and more efficiently.

Make sure that you state your needs and interests in a way that is not open to misinterpretation. Speak in a calm and controlled manner. Present arguments without personalization. Remember, your position can only be appreciated if it’s perceived accurately.

It’s important that you pay attention not just to the words you and the other party are saying, but also the manner the discussion is running. For example, was everyone able to speak their position adequately, or is there an individual who dominates the conversation? Are there implicit or explicit coercions happening? Does the other person’s non-verbal behavior show openness and objectivity? All these things influence result, and you want to make sure that you have the most productive negotiation process that you can.

Lastly, enter a negotiation situation with an open mind. Be willing to listen and carefully consider what the other person has to say. Anticipate the possibility that you may have to change your beliefs and assumptions. Make concessions.

Building Consensus

Consensus means unanimous agreement on an area of contention. Arriving at a consensus is the ideal resolution of bargaining. If both parties can find a solution that is agreeable to both of them, then anger can be prevented or reduced.

The following are some tips on how to arrive at a consensus:

  • Focus on interests rather than positions.

Surface the underlying value that makes people take the position they do. For example, the interest behind a request for a salary increase may be financial security. If you can communicate to the other party that you acknowledge this need, and will only offer a position that takes financial security into consideration, then a consensus is more likely to happen.

  • Explore options together.

Consensus is more likely if both parties are actively involved in the solution-making process. This ensures that there is increased communication about each party’s position. It also ensures that resistances are addressed.

  • Increase sameness/ reduce differentiation.

A consensus is more likely if you can emphasize all the things that you and the other party have in common, and minimize all the things that make you different. An increased empathy can make finding common interests easier. It may also reduce psychological barriers to compromise. An example of increasing sameness/ reducing differences is an employer and employee temporary setting aside their position disparity and looking at the problem as two stakeholders in the same organization.

Identifying Solutions

Working on a problem involves the process of coming up with possible solutions. The following are some ways two team members in disagreement can identify solutions to their problem.

Brainstorm. Brainstorming is the process of coming up with as many ideas as you can in the shortest time possible. It makes use of the diversity of personalities in a team, so that one can come up with the widest range of fresh ideas. Quantity of ideas is more important than quality of ideas in the initial stage of brainstorming; you can filter out the bad ones later on with an in-depth review of their pros and cons.

Hypothesize. Hypothesizing means coming up with ‘what if’ scenarios based on intelligent guesses. A solution can be made from imagining alternative set-ups, and studying these alternative set-ups against facts and known data.

Adopt a Model. You may also look for a solution in the past. If a solution has worked before, perhaps it may work again. Find similar problems and study how it was handled. You don’t have to follow a model to the letter; you are always free to tweak it to fit the nuances of the current problem. 

Invent Options. If there has been no precedence for a problem, it’s time to exercise one’s creativity and think of new options. A way to go about this is to list down each party’s interests and come up with proposed solutions that have benefits for each party.

Survey. If the two parties can’t come up with a solution between the two of them, maybe it’s time to seek other people’s point of view. Survey people with interest or background in the issue in contention. Find an expert is possible. Just remember though, at the end of the day the decision is still yours. Identify a solution based on facts, not on someone’s opinion.

Resolving Conflict in Your Team

Resolving Conflict in Your Team

Team leaders are often called in to help mediate conflicts within their team, or sometimes within other teams. Although many people dislike dealing with conflict, when it is managed properly, it can be a positive thing. With the proper tools, people are able to air their ideas and their issues, share information in a constructive manner, and work towards resolving their differences. All of this should result in a more productive, respectful, open workplace.

Using a Conflict Resolution Process

Having a pre-defined conflict resolution process is a valuable tool. This process will give any team leader an objective, neutral way to identify, explore, and resolve conflicts. We recommend using the OPEN technique.

On The Table – Identify positions, perceptions, interests, needs, concerns, goals, motivations
Put the Problem into Focus – What is the problem? What is not the problem? Make sure you identify the real root cause. Problems are often not what they seem!
Explore Your Options – Brainstorm Solutions. The objective here is quantity, not quality. Once you have some solutions, evaluate and come up with a short list.
Negotiate a Solution – Always aim for win-win.

After a solution has been negotiated, make sure to follow up and make sure that the conflict has indeed been resolved and that the proposed solution is working. If it is not working, it’s time to go back to the drawing board, perhaps with input from others (if appropriate).

Maintaining Fairness

During the conflict resolution process, it is very important that you remain objective and neutral to ensure that the process is fair to all. Key behaviors include:

  • Never taking sides, even if asked
  • Asking for, and encouraging, a response from all comments
  • Remaining objective and neutral, and avoiding subjective comments
  • Offering factual observations to both sides to help root out the key issues
  • Encouraging win-win solutions
  • Ensuring a balance of power is maintained, so that one side does not feel bullied or neglected

Seeking Help from Within the Team

At times, it may be appropriate to involve the entire team in conflict resolution. This often occurs when:

  • There is a conflict between all members of the team
  • There is a conflict between a few team members that is affecting the entire team

In these situations, it is important to have a face-to-face meeting of the entire team. Write the OPEN process on the flip chart. The team’s input should be greatest in the first three phases. In the negotiation phase, you (as the team leader) should ensure that the proposed solution will not negatively affect others or cause more conflict.

Seeking Help from Outside the Team

If the people in conflict are unable to resolve the problem with your assistance, and team assistance has not worked or is not appropriate, then it may be time to seek help from outside sources. This approach can also be used when you have a conflict of interest in the issue at hand.

Outside sources can include:

  • Other leaders
  • Mediators
  • Human resources personnel

No one with authority over the team (such as your manager) should be considered, as they may intimidate the people in conflict and take focus away from conflict resolution.

Help Your Team Select a Solution

Help Your Team Select a Solution

“After every storm the sun will smile; for every problem there is a solution, and the soul’s indefeasible duty is to be of good cheer.” – William R. Alger

After your team generated solutions for the problem, the next step is to select one or more solutions from the possibilities. The team has to do a final analysis to come up with one or more of the best solutions to the problem. This blog discusses that final analysis, as well as a tool for selecting a solution called Paired Comparison Analysis. It also discusses analyzing potential problems that may arise with a selected solution.

Related: Problem Solving Outcome Based Team Building Activities

Doing a Final Analysis

For each potential solution, the team must weigh the potential advantages and disadvantages. They need to consider the compatibility with the priorities and values of the team. Consider how much risk the solution involves. Finally, the team must consider the practicality of the solution. The team may find it helpful to create a map for each solution that addresses all of the relevant issues.

Consider the potential results of each solution, both the immediate results and the long-term possibilities.

In the final analysis, the team will refine their short list and keep re-refining it until they determine the most effective solution.

Paired Comparison Analysis

The Paired Comparison Analysis tool is a method of prioritizing a small number of workable solutions. The first step for using this tool is to list all of the possible solutions. Label each potential solution with a letter or number.

Next, compare the solutions in pairs. Decide only between those two which solution is preferable. Assign a number to indicate the strength of the preference for each option. For example, problem solvers could assign a “3” to items they strongly prefer, a “2” to a moderate preference, or a “1” to a mild preference.

This first round continues two at a time until all of the solutions are ranked. Then all the ranks are added together to obtain a priority score for each item. The top score is the preferred solution.

Analyzing Potential Problems

The team must think forward to the solution implementation. They need to ask how, when, who, what, and where in relation to implementing the solution. Does the imagined future state with this problem solution match the desired state developed earlier in the process?

Brainstorm for potential problems related to the solution. Consider how likely potential problems might occur and how serious they are. These potential issues can then be evaluated by the team as needs and wants along with the other criteria for evaluating the solution.

Sometimes this analysis can uncover a potential hardship or opportunity that changes the criteria, problem definition, or other aspects of the problem solving process.

Analyzing Your Team’s Problem Solving Solutions

Analyzing Your Team’s Problem Solving Solutions

With many different solutions in hand, the problem solvers in your team need to analyze those solutions to determine the effectiveness of each one. This blog helps you consider the criteria or goals for solving the problem, as well as distinguishing between wants and needs. This module also introduces the cost/benefit analysis as a method of analyzing solutions to the problems your team has to solve.

Related: Problem Solving Outcome Based Team Building Activities

Developing Criteria

Return to the information the team generated when they defined the problem. Consider who, what, when, where, and how that the potential solution should meet to be an effective solution to the problem.

When developing criteria that possible solutions to the problem should meet, also consider the following:

  • Ask questions such as “Wouldn’t it be nice if…” or “Wouldn’t it be terrible if…” to isolate the necessary outcome of the problem resolution.
  • Think about what the team wants the solution to do or not do.
  • Think about what values should be considered.

Use the answers to these questions as the starting point for team’s goals or problem-solving criteria.

Additionally, the criteria for an effective solution to the problem should consider the following:

  • Timing – Is the problem urgent? What are the consequences for delaying action?
  • Trend – What direction is the problem heading? Is the problem getting worse? Or does the problem have a low degree of concern when considering the future of the circumstances?
  • Impact – Is the problem serious?

It is important to think about what the circumstances will look like after a successful solution has been implemented. Use your imagination to explore the possibilities for identifying goals or criteria related to the problem.

Analyzing Wants and Needs

The creative problem solving process is a fluid process, with some steps overlapping each other. Sometimes, as the process provides additional information, the team needs to go back and refine the problem statement or gather additional information in order to effectively solve the problem.

Wants and needs seem like a fundamental aspect of defining the problem. However, in order to analyze the potential solutions, the wants and needs for the desired state after the problem is solved must be very clear.

Needs are items the potential solution absolutely must meet. If the potential solution does not meet a need requirement, the team can disregard it from further analyzing.

Wants are nice to have items. The team can provide a weight to each item to indicate its importance. For each potential solution, the team can provide a rating for how well the solution addresses the selected want. Multiply the rating by the weight of the want to score the potential solution.

With scores for each item, it is an easy matter for the team to rank the potential solutions in order of preference.

Using Cost/Benefit Analysis

Cost – benefit analysis is a method of assigning a monetary value to the potential benefits of a solution and weighing those against the costs of implementing that solution.

It is important to include ALL of the benefits and costs. This can be tricky, especially with intangible benefits (or costs). Some benefits or costs may be obvious, but others may take a little digging to uncover. For example, imagine you want to replace three employees with a machine that makes stamps. A hidden benefit is that you may be able to use large feed stock instead of individual sheets, saving materials costs. In the same example, you would not only consider the salaries of the employees, but the total cost for those employees, including benefits and overhead.

The value assigned to the costs and benefits must be the same unit, which is why monetary value is suggested. The valuations assigned should represent what the involved parties would actually spend on the benefit or cost. For example, if people are always willing to save five minutes and spend an extra 50 cents on parking closer, they are demonstrating that time is worth more than 10 cents per minute. The considerations should also include the time value of money, or the value of money spent or earned now versus money spent or earned at some future point.

Preparing the Way for Creative Problem Solving

Preparing the way for the creative problem solving process.

“Creating something is all about problem-solving.” – Philip Seymour Hoffman

This blog introduces common mental blocks to productive team brainstorming sessions, as well as techniques for dealing with the mental blocks. It also presents some ideas for stimulating creativity.

Identifying Mental Blocks

Brainstorming can help your team arrive at a solution to the problem, even for problems that seem unsolvable or that seem to only have inadequate solutions. However, before beginning a successful brainstorming session to generate ideas, you must remove any mental blocks. Mental blocks can eliminate great solutions before they are thoroughly examined as possibilities or springboards to other possible solutions.

Related: Problem Solving Outcome Based Team Building Activities

There are many types of mental blocks. Most blocks to problem-solving fit into the following categories.

  • Emotions: Emotional blocks can include anything from a fear of risk taking to a tendency to judge or approach the problem with a negative attitude.
  • Distractions: Too much information, irrelevant information, or environmental distractions can prevent a productive team brainstorming session.
  • Assumptions: If problem solvers assume there is only one correct solution, they will be unable to generate additional ideas. Assumptions also become mental blocks from stereotypes or perceived boundaries where none exists.
  • Culture: Culture defines the way we live and limits the ideas we may generate or consider. However, not every culture is the same. Sometimes the cultural blocks are unnecessary, and sometimes we do not consider cultural limitations when we should.
  • Communication difficulties: If we cannot communicate our ideas in some way – speaking, writing, or pictures – these communication difficulties can block our progress in generating ideas.

 Removing Mental Blocks

The first technique is an attitude adjustment. To remove blocks arising from a negative attitude, the team lists the positive aspects or possible outcomes of the problem. Remember that problems are also opportunities for improvement.

The next technique deals with risk taking. To remove emotional blocks arising from a fear of failure, define the risk, then indicate why it is important. Define what the worst possible outcome might be and what options there are in that scenario. Think about how to deal with that possible failure.

The next technique encourages the team to break the rules. Some rules are important, but when rules create an unnecessary imaginary boundary, they must be disregarded so that problem solvers can come up with innovative solutions.

The fourth technique is to allow imagination, feelings, and a sense of humor to overcome a reliance on logic and a need to conduct problem solving in a step-by-step manner.

The fifth technique involves encouraging the team’s creativity.

Stimulating Creativity

The creative problem solving process requires creativity. However, many people feel that they are not creative. This is the sign of a mental block at work. Everyone can tap into creative resources in their brains. Sometimes, it just takes a little extra prodding.

Creativity is not something to be turned on and off when needed. The potential for creativity is always there. We just need to learn how to access it.

Here are some tips for creating a creative mental space to encourage productive brainstorming sessions.

  • Go outside for a few minutes, especially for a nature walk or bike ride. Exercising and getting sunshine even for just a few minutes are sure ways to redirect your brain to a more creative outlook.
  • Change your perspective. Work on the floor or go to the park for you brainstorming session.
  • Breathe deeply. Especially when stressed, we tend to become shallow breathers. Fill your entire lungs with air to get some extra oxygen to your brain. Practice deep breathing for 5 to 15 minutes for not only more creativity, but for a great burst of energy.
  • Write in a journal. Write for 15-20 minutes in a spare notebook or plain paper. It does not have to be about the specific problem you need to solve, but you may discover some mental blocks if you do write about the problem. Dump all of your mental clutter on to one to three pages that no one will ever see (unless you want them to). Then let the pages and their recorded thoughts go, even if just in your mind.

Once you get your creative juices flowing, keep them going by trying the following ideas everyday:

  • Carry a small notebook or jot ideas in your PDA. Be prepared for ideas whenever they come. Ideas often come as you are drifting off to sleep or as you are waking.
  • Stretch your boundaries by posing new questions to yourself, learning things outside your specialty, or breaking up set patterns of doing things.
  • Be receptive to new, fragile ideas that may still need time to develop.
  • Be observant of details, including self details.
  • Find a creative hobby, including working puzzles and playing games.

To Solve The Problem First Define The Problem

To Solve The Problem First Define The Problem

“There was never a night or a problem that could defeat sunrise or hope.” – Bernard Williams

One of the most important parts of the creative problem solving process is to identify the problem. In this blog we will explore why your team needs to clearly define the problem before they can solve it. We will also introduce several tools to use when defining a problem and writing a problem statement.

Related: Problem Solving Outcome Based Team Building Activities

Defining the Problem

Defining the problem should be the first step in your team’s creative problem solving process. When a problem comes to light, it may not be clear exactly to your team what the problem is. The team must understand the problem before they spend time or money implementing a solution.

It is important to take care in defining the problem. The way that your team defines the problem influences the solution or solutions that are available. Problems often can be defined in many different ways. The team must address the true problem when continuing the creative problem solving process in order to achieve a successful solution. The team may come up with a terrific solution, but if it is a solution to the wrong problem, it will not be a success.

In some cases, taking action to address a problem before adequately identifying the problem is worse than doing nothing. It can be a difficult task to sort out the symptoms of the problem from the problem itself. However, it is important to identify the underlying problem in order to generate the right solutions. Problem solvers can go down the wrong path with possible solutions if they do not understand the true problem. These possible solutions often only treat the symptoms of the problem, and not the real problem itself.

Four tools your team can use in defining the problem are:

  • Determining where the problem originated
  • Defining the present state and the desired state
  • Stating and restating the problem
  • Analyzing the problem

The team may not use all of these tools to help define a problem. Different tools lend themselves to some kinds of problems better than other kinds.

Determining Where the Problem Originated

Successful problem solvers get to the root of the problem by interviewing or questioning anyone who might know something useful about the problem. The team should ask questions about the problem, including questions that:

  • Clarify the situation
  • Challenge assumptions about the problem
  • Determine possible reasons and evidence
  • Explore different perspectives concerning the problem
  • Ask more about the original question

Defining the Present State and the Desired State

When using this tool, your team will write a statement of the situation as it currently exists. Then they will write a statement of what they would like the situation to look like. The desired state should include concrete details and should not contain any information about possible causes or solutions. They should then refine the descriptions for each state until the concerns and needs identified in the present state are addressed in the desired state.

Stating and Restating the Problem

The problem statement and restatement technique also help evolve the understanding of the problem. First the team writes a statement of the problem, no matter how vague. Then they use various triggers to help identify the true problem. The triggers are:

  • Place emphasis on different words in the statement and ask questions about each emphasis.
  • Replace one word in the statement with a substitute that explicitly defines the word to reframe the problem.
  • Rephrase the statement with positives instead of negatives or negatives instead of positives to obtain an opposite problem.
  • Add or change words that indicate quantity or time, such as always, never, sometimes, every, none or some.
  • Identify any persuasive or opinionated words in the statement. Replace or eliminate them.
  • Try drawing a picture of the problem or writing the problem as an equation.

Analyzing the Problem

When the cause of the problem is not known, such as in troubleshooting operations, your team can look at the what, where, who, and extent of the problem to help define it.

What? – Use “what” questions both to identify what the problem is, as well as what the problem is not. “What” questions can also help identify a possible cause.

Where? – “Where” questions help to locate the problem. Use “where” questions to distinguish the difference between locations where the problem exists and where it does not exist.

When? – “When” questions help discover the timing of the problem. Use “when” questions to distinguish the difference between when the problem occurs and when it does not, or when the problem was first observed and when it was last observed.

Extent? – Questions that explore the magnitude of the problem include:

  • How far vs. how localized?
  • How many units are affected vs. how many units are not affected?
  • How much of something is affected vs. how much is not affected?

Examining the distinctions between what, where, when, and to what extent the problem is and what, where, when and to what extent it is not can lead to helpful insights about the problem. Remember to sharpen the statements as the problem becomes clearer.

Writing the Problem Statement

Writing an accurate problem statement can help accurately represent the problem. This helps clarify unclear problems. The problem statement may evolve through the use of the four problem definition tools and any additional information gathered about the problem. As the statement becomes more refined, the types and effectiveness of potential solutions are improved.

The problem statement should:

  • Include specific details about the problem, including who, what, when, where, and how
  • Address the scope of the problem to identify boundaries of what you can reasonably solve

The problem statement should not include:

  • Any mention of possible causes
  • Any potential solutions

A detailed, clear, and concise problem statement will provide clear-cut goals for focus and direction for coming up with solutions.

Information Gathering Stage of The Creative Problem Solving Process for Teams

problem-solving

“Problem-solving becomes a very important part of our makeup as we grow into maturity or move up the corporate ladder.” –  Zig Ziglar

The first step in the creative problem solving process for teams is to gather information about the problem. In order to effectively solve the correct problem, the team needs to know as much about it as possible.

Understanding Types of Information

There are many different types of information. The following list includes information your team will need to consider when beginning the creative problem solving process:

  • Fact
  • Opinion
  • Opinionated Fact
  • Concept
  • Assumption
  • Procedure
  • Process
  • Principle

Facts are small pieces of well-known data. Facts are based on objective details and experience. Opinions are also based on observation and experience, but they are subjective and can be self-serving. When a fact and opinion are presented together, it is an opinionated fact, which may try to indicate the significance of a fact, suggest generalization, or attach value to it. Opinionated facts are often meant to sway the listener to a particular point of view using the factual data.

Concepts are general ideas or categories of items or ideas that share common features. Concepts are important pieces of information to help make connections or to develop theories or hypotheses. Assumptions are a type of concept or hypothesis in which something is taken for granted.

Procedures are a type of information that tells how to do something with specific steps. Processes are slightly different, describing continuous actions or operations to explain how something works or operates. Principles are accepted rules or fundamental laws or doctrines, often describing actions or conduct.

Related:
Creative Thinking Outcome Based Team Building Activities
Problem Solving Outcome Based Team Building Activities

Identifying Key Questions

When tackling a new problem, it is important to talk to anyone who might be familiar with the problem. Your team can gather a great deal of information by asking questions of different people who might be affected by or know about the problem. Remind them to ask people with years of experience in the organization, and lower-level employees. Sometimes their insights can provide valuable information about a problem.

What questions should you ask? The key questions will be different for every situation. Questions that begin with the following are always a good starting point:

  • Who?
  • What?
  • Which?
  • Where?
  • When?
  • Why?
  • How?

Here are some examples of more specific questions:

  • Who initially defined the problem?
  • What is the desired state?
  • What extent is the roof being damaged?
  • Where is the water coming from?
  • When did the employee finish his training?
  • How can we increase our market share?
  • Which equipment is working?

One important source of information on a problem is to ask if it has been solved before. The team should find out if anyone in the company has had the same problem. This can generate great information about the problem and potential solutions.

Methods of Gathering Information

When gathering information about a problem, there are several different methods your team can use. No one method is better than another. The method depends on the problem and other circumstances. Here are some of the ways your team can collect information about a problem:

  • Conduct interviews.
  • Identify and study statistics.
  • Send questionnaires out to employees, customers, or other people concerned with the problem.
  • Conduct technical experiments.
  • Observe the procedures or processes in question first hand.
  • Create focus groups to discuss the problem.

Creative Problem Solving for Teams

Creative Problem Solving for Teams

“If you find a good solution and become attached to it, the solution may become your next problem.” – Robert Anthony

The Random House Unabridged Dictionary includes several definitions for the word “problem.” The definitions that we are most concerned with while learning about the creative problem solving process are

  • “Any question or matter involving doubt, uncertainty, or difficulty,” and
  • “A question proposed for solution or discussion.”

A problem can be defined as a scenario in which the current situation does not match the desired situation, or anytime actual performance does not match expectations. Other labels for a problem include challenges or opportunities, or any situation or circumstance for which there is room for improvement.

Related:
Creative Thinking Outcome Based Team Building Activities
Problem Solving Outcome Based Team Building Activities

What is Creative Problem Solving?

Creative problem solving is a structured approach to finding and implementing solutions. The creative problem solving process involves creativity. The problem solvers come up with solutions that are innovative, rather than obtaining help to learn the answers or implementing standard procedures.

The creative problem solving process is at work anytime a team identify solutions that have value or that somehow improve a situation for someone.

What are the Steps in the Creative Solving Process?

The Creative Problem Solving Process uses six major steps to implement solutions to almost any kind of problem. The steps are:

  1. Information Gathering, or understanding more about the problem before proceeding
  2. Problem Definition, or making sure you understand the correct problem before proceeding
  3. Generating Possible Solutions using various tools
  4. Analyzing Possible Solutions, or determining the effectiveness of possible solutions before proceeding
  5. Selecting the Best Solution(s)
  6. Planning the Next Course of Action (Next Steps), or implementing the solution(s)

Become a Problem-Solver

Become a Problem-Solver

“The highest levels of performance come to people who are centered, intuitive, creative, and reflective – people who know to see a problem as an opportunity.” – Deepak Chopra

Not many of us become overly excited when we are confronted with a problem. Most of us do not wake up in the morning hoping that we will have problems during the day. But if you want to succeed in life and business you will have to become a problem- solver.

Related: Problem Solving Outcome Based Team Building Activities

It is the problem-solvers that are the ones that survive and thrive. The more problems you solve the greater your value becomes to your organization and your customers. The greater  your value, the greater your rewards.

But the highest recognition and rewards go to, not only those who solve problems, but those who have the foresight and ability to prevent potential problems.

When you go about your work today, think about potential problems that may arise and solve them before they occur. Your value to the organization will increase as you are recognized as not only a problem-solver, but someone who prevents problems. As your value increases, so will your rewards.

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Winning Teams are Solution-Oriented

Winning Teams are Solution-Oriented

Are you someone that sees a problem in every situation or do you see a solution in every challenge? Who you are determines what you see. When you are facing a problem you can respond in one of four ways: you can run away from it, fight it, forget it or face it. It does not require any special ability to see problems. The difference makers are those that think in terms of solutions instead of problems. If your team is filled with people with solution-oriented mindsets, you have a winning team. Anyone has the potential to become solution-oriented.

Truths that Solution-Seeking People Recognize

  1. Problems are a matter of perspective. Something is only a problem if you believe that it is a problem. You need to view problems as temporary setbacks, interim obstacles or solutions in the making. Obstacles and setbacks are part of life; you cannot avoid them but you do not have to allow them to become problems. Determine to meet these challenges with a solution-oriented attitude.
  2. There is a solution to every problem. If you want to become solution-oriented, you need to cultivate an attitude that sees all problems as solvable.
  3. Problems will either stop you or they will stretch you. Depending on how you approach them, all problems have the potential of either hurting you or stretching you. Do not allow problems to stop you from succeeding, but let it stretch you to overcome. Choose to see problems as an opportunity to become a better person.

How to Become a More Solution Oriented Team Member

  1. Be someone that refuses to give up. The same situation can cause one person to say “I give up” and another to say “what a great opportunity”. Revisit those challenges that you and your team have all but given up on and be determined not to give up until you find a solution.
  2. Refocus your thinking. Sustained thinking is a sure way of overcoming any problem that your team may come up against. Set aside a specific time with your team to work on the problem. Choose a time when everyone is still fresh and able to focus.
  3. Rethink your strategy. Break free from the limitations of your typical thinking patterns. Break a few rules and brainstorm some absurd ideas. Redefine the problem and find ways to generate fresh ideas and approaches.
  4. Repeat the process. Do not stop working on the problem if you do not find a solution, keep working on the problem. When you find a solution to the problem, repeat the process with another problem. Make it your goal to cultivate a constant solution-oriented attitude.

 Resource: The 17 Essential Qualities of a Team Player

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