Problem Solving for Experts: The process for solving one problem will likely also apply when solving other problems.
You may be an expert who analyzes security threats, or who counsels people on stress reduction, or coaches them in mathematics, or designs sound systems for buildings, or any number of other specialties. What makes you an Expert is your experience and dedication to becoming exceptionally skilled in that one niche. Yet, all experts have to be Problem Solvers.
Here is a simple structure that I’ve used effectively over many decades and more than 3,000 different clients.
1. Ask “Who OWNS this problem?”
For example; in the war between Ukraine and Russia, who owns the problem? The Ukraine and Russia do. (PS: please do not debate this conflict via this posting. I’m teaching a problem solving method, not discussing the merit of viewpoints nor justification of actions.)
In an unrelated example; if employees in different departments aren’t communicating effectively, who owns the problem? The entire organization does, but specifically it is the employees in the affected departments who are limiting information.
2. “Who is affected by the problem?”
The entire NATO organization, the USA and many others are affected by the war in Ukraine. But in varying degrees. Poland is directly affected by the refugees and the war threat. The USA is affected more by the news of the war than the actual war. But we are allies with them and have a vested interest that goes beyond geographical limits.
In the Departmental Communication instance, everyone in the organization is affected but mostly the two departments.
3. “What immediate action is needed?”
In the war, peace talks and a cease fire are needed. Not reparations, that comes later. Not assignment of guilt or admission of error, that too comes later. First they must stop the killing.
In the communications instance, what is needed is, of course, communication. They need to talk to each other and share information better.
4. “What is causing the problem?”
Ukraine/Russia: This could be debated for years, but the cause of the immediate problem is not philosophical differences, nor is it retribution for earlier misdeeds. The Cause is simply military actions. If you stop the shooting, the problem is reduced dramatically. Later you can take steps two, three and four.
The corporate communication issue might be due to unfair pay structures, competition for company resources, a symptom of a bull headed manager, or any number of things. Chances are good that somebody in-house knows why things are dysfunctional.
5. “Who should take the needed action?”
Often the person who feels the strongest need is the one who should act, but occasionally another person might have a greater chance for success. This should be determined by their ability to achieve results, not by title or position.
In Ukraine, Donald Trump has asserted his influence to bring the warriors to the table. (Whether you agree or not, he has proven to be the most influential person in this dispute for now.)
In the departmental instance, it could be a consultant, a senior executive, or even a person of power in a friendly organization.
6. “How should we measure our effectiveness?”
What is the outcome that is needed FIRST? In Ukraine and Russia the outcome would be “don’t shoot.” Then “let’s talk”, then handle each item by urgency and importance.
In the corporate communications, you’d first measure actual communication and then seek ways to alter the internal culture so that everyone felt more connected and interdependent.
7. Only after these six questions are handled would you get to the other factors and issues.
Most people who are not good at problem solving are taking the wrong actions or at the wrong step in the process.
In First Aid Training they teach you to first Keep The Patient Alive!
As an Army Medic in the 1960s I was taught this battlefield first aid process:
1. Stop the Bleeding! (Nothing is more important than that.)
2. Clear the Airway! (Make sure they can breathe.)
3. Protect the Patient. (Get them out of danger & cover the wound.)
4. Treat for Trauma/Shock. (Help them calm down, relax their defenses and allow breathing and blood flow to begin the healing process.)
The same approach is present in the Problem Solving Method above. First stop the damage. Then open the dialogue. Then guide them to a safer and more effective way to deal with whatever is threatening them.
And please don’t send the wrong person to handle the problem.
Note: Some of you may have been “triggered” by my use of the Ukraine/Russia example or my mention of President Trump. For you, I say, learn the lesson, don’t go down a rabbit hole of emotions. This is not a political post. It is skills training. I will delete all political comments.
