“All life is problem-solving,” said Karl Popper. If what this 20th-century philosopher says is true about life, it also true for business. Every business has its own unique set of problems that constrain its growth. In fact, a quirky way to define business success might be a company’s ability at problem-solving.
Sometimes problems go away on their own; sometimes, they persist; and sometimes, they return after they’ve been resolved. At times, problems tend to rush in so fast it’s hard to find the time to think through them. This can be especially stressful if you’re running a business from the road. Over time, problems tend to accumulate, with some getting even worse.
While some problems are merely irritating, others can be bottlenecks to any further progress, and when these bigger problems aren’t resolved they can lead to an increased state of entropy within an organization, eventually leading to the collapse of the business itself. Fortunately, there are many business problem-solving tools that a downward spiraling business can apply to pull themselves out of a dire situation.
How to Resolve Problems
Since problems hinder business success, it stands to reason that the number one skillset valued by a company is the ability to solve problems.
With that in mind, here are 3 powerful ways to solve problems in your business:
1) Lean Six Sigma Methodology
Invest in training executives in six sigma green belt certification. There are no prerequisites for six sigma green belt training. Not only is the course affordable, but it is flexible – it can be done online through self-paced learning modules. Your executives will get 32 hours of training and will have a year to complete the course.
While there are many problem-solving courses and methodologies available, six sigma green belt may be the most rigorous way of business problem solving ever devised. Upon completion of the course, your executives will have a comprehensive way of tackling the most difficult problems that your organization is facing. Green belts use sophisticated conceptual tools to select, define, measure, and analyze a problem. After they fully understand the nature of the problem, they will propose a realistic solution and later verify that their solution is working. Once the problem has been solved, they will maintain the solution by creating a plan to control the problem.
2) Cause and Effect Analysis
In the 1960s, Professor Kaoru Ishikawa invented a conceptual tool called Cause and Effect Analysis. Using a diagram that is often referred to as a Fishbone Diagram because it resembles a fish bone, you can identify the problem, figure out the factors that make it a problem, identify what might be causing the problem, and then analyze the diagram. By breaking the problem into identifiable factors and causes, analysis will create insights on possible solutions.
3) A 7 Step Problem Solving Process
In an article on problem-solving in Mediate, Seven Steps for Effective Problem Solving in the Workplace, author Tim Hicks identifies a simple seven step process.
Here are the steps he recommends:
- First, try to identify all the issues around a problem.
- Second, learn what everyone’s interests are in relation to the problem.
- Third, brainstorm all possible solutions, compiling a large list.
- Fourth, evaluate the solutions.
- Fifth, select a few solutions that show a reasonable chance of resolving the problem. If you’re lucky, you might be able to narrow it down to one option.
- Sixth, document the agreement or agreements reached on what options to try.
- Seventh, agree on contingencies, and monitor and evaluate the results.
Although this appears to be a step-by-step method, Hicks warns, “Working through this process is not always a strictly linear exercise. You may have to cycle back to an earlier step. For example, if you’re having trouble selecting an option, you may have to go back to thinking about the interests.” He also advises taking as much time and attention as necessary to go through this process. Rushing through it will not yield breakthrough ideas.
Clearing Hidden Agendas
If there are logical ways of getting to the root causes of a problem and coming up with viable solutions, why don’t more businesses get good at problem-solving? It’s because there is a psychological aspect to problems that trigger people to feel depressed or frustrated, lash out in anger, and find someone or something to blame.
Office politics and divisive opinions often make problems almost impossible to solve. Unless the psychological aspects of a problem are first cleared out of the way, a logical approach to problem-solving will not go far.
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