How to: Solve Problems

One of the most important tasks of a manger is to solve problems. Problems will regularly come to you and you need to address them promptly and effectively.

What does this look like?

Managers who are good problem-solvers:

clearly define and thoroughly analyse problems
develop and test a range of solutions
involve others as appropriate
know when to stop analysing and take action
can take risks when they have to.

How can I do this?

1. Define the problem

Half the work of solving problems is in correctly defining them.

Work out what’s causing the problem.
Understand the boundaries of the problem and what is and isn’t part of the problem.
Keep asking ‘why?’ until you reach the true source of the problem.
Why does problem X occur? Because of Y.
Why does Y occur? Because of Z.
If you address Z, you will fix Y and X.
Look for patterns and connections in answers to your questions.
Try writing, drawing or mapping the problem.
If problems are large and complex, trying breaking them down into a series of smaller problems.

2. Be patient and test your solutions

It can take time to properly define and solve problems. It’s better to assess problems deeply rather than quickly.
Develop a number of possible solutions. The first solution that comes to mind isn’t always the best one. Try to come up with at least three solutions that you can compare and contrast.
Exaggerate actions and events to help assess how effective solutions are.
To help think through issues, write down three issues on three different cards. Ask people to consider the issue on one card then shuffle and return cards to different people. Look for themes.

3. Avoid bias and your comfort zone

Be honest and open in analysing solutions and making decisions.
Avoid ‘go-to’ solutions that you like to use every time, instead of considering all options in each case.
Test your solutions with others. Ask which one they prefer.
Consider holding a meeting to discuss the problem and solutions with your staff.

4. Balance the need to be perfect and the need for action

Beware of ‘analysis paralysis’. Often done is better than perfect.
Assess whether tasks and decisions have to be perfect or whether they just need to be workable.
Aim for a healthy balance between thinking and acting.

5. Take calculated risks

Choose to think philosophically about mistakes and failures. Reframe them as opportunities to learn. Ask ‘Why didn’t that work?’ and ‘What can we do differently next time?’
Initial solutions may not work. If the problem could be easily solved, it probably would have been.
Be prepared to take calculated risks when you can’t get all the information you’d like.