Problem Solving

AN ELEGANT SOLUTION IS ONLY THE BEGINNING. 

Both solutions to a problem and a good idea have something in common—they need to be implemented. Until that is done, in essence, nothing has happened. Often the easy part is identifying a problem and finding an answer. The difficult and more challenging part is making it all happen—making it all work—usually not easily done. The issues encountered will be both technical and emotional because stakeholders may have built routines that provide a sense of comfort and stability with the status quo.

Improvement is more than discovering a solution. It is a multi-stepped process that includes both problem resolution and solution implementation. All stages must be handled with consideration and enthusiasm to ensure success. However, energy usually gets focused on problem-solving, and realization becomes a drag where thoughtfulness about people and processes is a casualty of time.

Here are steps that can help ease the transition from intention to application:

Step One: CREATE AWARENESS 
• Explain the need and necessity for making improvement: Define why improvements are needed and then cut through complacency so system stakeholders understand why it’s necessary to move in a new direction. 
• Communicate a unifying purpose: Develop a central theme that people can rally around and create a sense of urgency so those affected by the change are ready to take a chance on something different. 
• Identify formal and informal workgroups and engage their participation: Make sure the voices of diverse workgroups are heard and that these individuals have an active role in completing the transition.

Step Two: MAKE A PLAN 
• Create a plan for action: Create a map for getting from the current mess to the desired condition. Determine constraints, decide what should be done, assign responsibility, and estimate completion. 
• Create the opportunity for small but meaningful gains: Break the plan into meaningful chucks so people are willing to take risks and can readily measure progress.

Step Three: MODIFY AND IMPROVE 
• Empower people to take action: Give workgroups the authority to make changes to their work process and accept responsibility for decisions related to their actions. 
• Manage resistance to improvement: Understand how workgroups may react to change and develop some strategies for helping those who are fearful and uncertain make the transition.

Step Four: STANDARDIZE AND SUSTAIN 
• Complete the restructuring of daily activities: Finish redesigning old communication networks, reporting relationships, and build new connections. Provide for self-determination. Keep people involved and on track, maintain faithfulness to purpose, coordinate and integrate unfinished activities. 
• Sustain Improvement: Document revised activities. Measure and monitor both system and workgroup effectiveness to make sure improvement are performing as intended.