Hier erfahren Sie, wie Sie Hindernisse und Herausforderungen im Problemlösungsprozess angehen können.

As a problem-solving expert, I can tell you that obstacles are inevitable, but they don't have to stop you. The key is to break down the challenge. First, clearly define the problem to avoid chasing shadows. Then, dissect the causes to understand the root. Finally, with a clear understanding, brainstorm diverse solutions and assess them before implementing the most effective one. Remember, it's a process, so be persistent and adapt as you go!

In my experience, I like to spend time in the problem, before beginning the problem solving. Not only does it give you valuable insight, you also learn who the key stakeholders are. Now add a sponsor at the highest level possible, someone who will champion the actions and support the team and You now have the basis to move forward. Knowing when this is not the case is equally important and is a good indicator of how difficult the task ahead will be

Once, in a virtual chatbot project, users complained about slow response times. Initially, we focused on optimizing code and server performance. However, after deeper analysis, we found the real issue was an overloaded database due to inefficient query handling. By questioning initial assumptions and analyzing data patterns, we identified the root cause and implemented targeted optimizations, improving response times significantly. This experience taught me the importance of thorough problem diagnosis before diving into solutions.

Identifying issues is a key component in problem solving and vital in the preparation of an early process or project or situation. The advice, I always keep with me is "by failing to prepare, you are preparing to fail". You must invest a reasonable amount of time on this stage, usually the biggest chunk of time, by further analyzing the issues encountered and trying to get to the root cause. Failing to see the root cause might steer your decision-making to the wrong way. Always ask yourselves the “Why” questions until no more “why’s” can be answered. Never rely on rumors or personal opinions, use the hard data, instead. If you think you have adequate data, then you don’t! Gather more information until you feel you have more than enough.

Data is only as good as the method you use to collect it. Before forging forward: Define your question. Define your measures. Define the methods you will use to ensure validity.

More is always better when gathering data. Gather all you can, send your teammates request to provide some more. Then organize them in a way that you understand best. See if there are blanks in your story and gather some more data. Talk it through with your team until everyone is positive that there are no loose ends. You always need data-before and data-after, so that you can measure your progress.

Let me share one of those examples: I was in a management meeting where it was discussed, with routine frequency, that the heart of our customers' annoyance and therefore "the company's big problem" is due to the fact that we are not able to fill all our vacancies, which leads to not being able to offer the client the products and services agreed upon by contract. That narrative, which had become a repetitive discourse, hid in the background a simpler and even cruel reality: the false interpretation of the client's discomfort.

Look for facts, figures, and evidence related to the issue. Example: "Check the project logs to see where delays are happening." Avoid jumping to conclusions; ensure the data is accurate and comprehensive. Example: "Review past project reports and compare them with current data." Practical Example: If a product isn't selling well, gather data by: Analyzing Sales Reports: "Check sales figures for trends and patterns." Customer Feedback: "Survey customers to understand their preferences and issues." Market Research: "Study market trends to see if there are external factors affecting sales." By thoroughly gathering data, you'll have a clear picture of the problem, which will help in developing effective solutions.

Collecting data is an important part of fixing problems because it gives you the facts you need to fully understand the issue. Correct and pertinent data can help reveal the main reasons for a problem, make it easier to understand how big it is, and guide the creation of useful answers. Without enough information, solutions may be based on guesses, which can lead to fixes that don't work or only last for a short time. What Kinds of Information to Collect: 1. Quantitative Data: facts and figures 2. Qualitative data: descriptive information that provides context and insights 3. Historical Data: Details about times when the problem or related problems have happened in the past 4. Comparative data are records from events that are similar

If you did invest enought time in the previous stages, then this stage will be easier, not always, but most of the times. Innovation and Creatitivity are two competencies you must possess in this case. Document your available options and seek guidance from your team. This way, not only you are commencing to benchmark your proposed options, your team can also help fine-tune the solutions and as an added bonus you engage the team in every aspect so that they are always motivated and feel useful.

In reality, the real annoyance was the failure to comply with agreements and obligations and not the filling of vacancies. In other words: the client did not care if our organization hired salaried personnel, since the unfilled positions could well be completed with subcontracted personnel, through a third company, with automatic means, using better technology, etc. Additionally, there was a lack of method to analyze the root causes of the problem, but above all, a lack of honesty on the part of those truly responsible: management and shareholders tried to hide that the high staff turnover was due to poor contractual conditions and a work environment poisoned by mistreatment of workers.

Look at all possible solutions and weigh their pros and cons. Example: "Compare the costs and benefits of each solution." Practical Example: If a project is behind schedule, you might: Evaluate Options: "Consider hiring more staff, redistributing tasks, or extending deadlines." Trust Analysis: "Choose to hire more staff because the data shows a lack of manpower is the main issue." Defend Choice: "Explain to stakeholders that hiring more staff is the best solution to meet the deadline without sacrificing quality." By making well-informed decisions, you effectively address challenges and drive successful outcomes.

The difficulty in that case became a personal challenge to show, with data and facts, the reality that was intended to be hidden with a poorly supported discourse. Similarly, I have had the opportunity to see the successful execution of many optimization projects, properly using analysis tools that help reveal reality as it is. Of course, its use depends on having capable and honest leaders, who guide organizations to solve underlying problems using common sense, intelligence and good verbal and written communication.

You did the hard work, now it is time for launch. Plan carefully and include enough metrics throughout the process. It might be a good idea to do a pilot before going full launch as it will give you options to further fine-tune. Follow up thoroughly to make sure that everything is going as planned, do not assume. Be there and measure. Discuss any difficulties with the team, allow them to propose counter-solutions for any potential, unpredicted issue.

The method that has worked best for me as a coach, manager, and project leader is: 1.- Define the problem. Do not interpret but base any argument on data and facts. 2.- Collect information and data necessary to thoroughly understand the problem. 3.- Involve all interested and responsible parties to find the best alternatives. 4.- Implement the improvements. 5.- Check if the improvements are appropriate, if not, look for others. Always let the data and facts "speak" for themselves.

Make a clear action plan once you've decided on an answer. This plan should list the steps that need to be taken to put the answer into action, who is responsible for what, and when it needs to be done. Make sure you have: 1. Defined goals: Make it clear what you want to do. 2. Steps: Break the plan down into smaller steps so you can keep track of your work. 3. Contingencies: Have backup plans ready in case something goes wrong.

Using this practice has resulted in many firms saving money, time, and reducing process complexity very easily. To tackle organizational problems, it is crucial to involve as many team members, managers, and employees as possible. This is because they possess significant knowledge and expertise.

These other things will also help. 1. Keep an eye on progress and make changes as needed. After putting the solution into action, keep an eye on its progress to make sure it's doing what it's supposed to do. Be ready to make changes if they are needed. With feedback loops, you can: Look at the results: Check the answer often to see if it's working as planned. Find problems: Watch out for new problems or effects you didn't mean to happen. Change and get better: Iteratively make changes to the answer to make it better. 2. Have a growth mindset. Having a growth attitude can change the way you deal with problems in a big way. Instead of seeing problems as unsolvable, see them as chances to learn and grow.

As soon as you are done with all the stages, take some time to celebrate the results with your team. It might sound small, but it gives you and your team the recognition that you deserve and fills everyone with a feeling of accomplishment. This way you are motivating people to work with you again in the future and have fun as well by doing it. Share the results you already measured with other teams, as well. You might become a reference point for inspiration.

Think about creating a supportive team and encouraging the ability to think critically. Manage stress and stay resilient as you utilize technology and tools wisely. Always find ways to optimize processes for the improvement of problem-solving efficiency.