| “If only this burden was taken away from | | | | Employee: No money. No food. |
| me!” “Why me...?” “It’s an | | | | Baby is going to sleep hungry. |
| impossible situation?” “How am I going to | | | | |
| solve this hassle?” “Will I make my | | | | The lessons are simple: |
| financial obligations this month” “I guess | | | | · Be prepared for a paradigm shift |
| we all have to endure...” “I just cannot.... | | | | · Be non-emotional and objective |
| without...” | | | | · Stick to the facts and sequence (I |
| It is our ability to problem solve that allows us to | | | | believe in intuition which Gavin De Bekker in his |
| win in the game of life. | | | | book, The Gift of Fear, defines as “knowing |
| May I share with you a well known, traditional | | | | without knowing why” This sense of |
| approach to problem solving with some insights | | | | awareness should lead you to gather supporting |
| worth considering? Perhaps using both a left and | | | | evidence in stage 2) |
| right brained approach will result in a whole | | | | · Get to the root cause (and yes, it |
| solution. | | | | may take more than 5 Why’s) |
| 1. Identify the Problem | | | | |
| The first step in solving a problem is to identify or | | | | 3. Generate Solutions |
| observe the problem. The truth is that we | | | | |
| identify the effects, indications or symptoms. | | | | This is perhaps the stage that most think is the |
| When we are able to identify the problem | | | | real problem solving. It’s only effective when |
| correctly, we are then able to continue to the | | | | we have done steps one and two. The best way |
| progressive problem solving steps. The absence | | | | to generate solution is to brainstorm (interestingly |
| of correct identification are vagueness, ambiguity, | | | | the term ‘brainstorming’ has been |
| exaggeration and soon emotional involvement. | | | | recently declared politically incorrect and offensive |
| This results in the proverbial “not being able to | | | | by certain diversity and mentally challenged |
| see the wood for the trees”. | | | | groups…the new suggestions are “thought |
| 2. Analyse and Research the | | | | showers” or “blue sky thinking”) |
| Problem | | | | |
| Do we really know the root cause of the | | | | “Thought showers” are a process of |
| problem, or do we think know? Not unless we | | | | generating as many possible solutions, whilst |
| have used a reliable, valid and objective | | | | suspending criticism. The latter half of this |
| methodology that goes to the root causes. | | | | definition can be often forgotten when some may |
| There are many ways to embark on root cause | | | | share ideas which seem ridiculous. The truth is |
| analysis exercises. The purpose of this article is | | | | that sometimes such a thought may lead to the |
| not explain this, but to emphasise the importance | | | | best solutions. |
| of systematic thinking. The Japanese have a | | | | |
| philosophy called the “5 Why’s” to | | | | Be creative. Think out the box! Whereas step 2 |
| solving quality problems. For example, a staff | | | | was left brained thinking; step 3 is right brained |
| member is identified as being a regular latecomer | | | | thinking. |
| at work. We decide to interview him. During the | | | | 4. Choose and Evaluate the |
| interview we use this probing technique: | | | | Best Solution |
| Manager: Why did you come to | | | | Which of these solutions shall I choose? What |
| work late? | | | | determines the best choice? Consider time, |
| Employee: I caught the bus late... | | | | money, practicality, buy-in, policy decisions, long |
| | | | | term or short term (not all quick fixes are bad), |
| Manager: Why did you catch the | | | | credibility, flexibility and many other factors as |
| bus late? | | | | appropriate. |
| Employee: I got up late... | | | | 5. Implement the Solution |
| | | | | To implement effectively and efficiently, one |
| Manager: Why did you get up | | | | needs good management skills and the ability to |
| late? | | | | execute the four primary tasks of Plan, Organise, |
| Employee: I slept late... (At this | | | | Lead and Control. |
| point we are tempted to be emotional and | | | | It is wise to create an Action Plan that includes: |
| probably irrational, but halt! These are 5 whys...) | | | | action steps, persons responsible, budgets |
| | | | | allocated and due dates and interim follow ups. |
| Manager: Why did you sleep | | | | I believe that the simple skill and mindset of |
| late? | | | | problem solving can elevate the performance of |
| Employee: My baby was crying... | | | | an entire business. Each person from top to |
| (At this point you thinking but I did not know he | | | | bottom of an organisation should be empowered |
| had a baby...) | | | | to take initiative and learn problem solving skills. |
| | | | | It’s the easiest way to shift a blame culture |
| Manager: Why was the baby | | | | to one of responsibility. |
| crying? | | | | |