Nine steps to profit from problems and mistakes

Posted: February 6, 2012 | Categories: Management, Team Building

Here is an all-too-familiar scenario:  Something got goofed up.  It is time to huddle and solve the problem.  So we sit down together and the boss says, “What’s the deal?”

The next thing that happens…finger-pointing and blame.  No one wants to take the rap for the costly error.  (If is wasn’t costly, we wouldn’t be talking about it)

After the blame comes the next phase:  “OK, here is what I think we should do. ”  “No, let’s not do that…I think we should do this.”  The discussion intensifies, and the team finally ends up with the action to be taken.  If this is how your team solves problems, you may be missing an ideal opportunity to make your company stronger.  In order to capitalize on problems, we need to level the playing field and get everyone engaged in the process.  Here is a 9-step method that has stood the test of time:

1.  Define the problem.  To do this properly, the problem must be stated simply and without blame.  Also, the statement of the problem should be the problem – not a symptom.  For example, we would want to say “A delivery was not made on time” rather than “Engineering was not aware of…..  “

2. Establish the focus:  For your team problem-solving discussion, what will be the focus of the discussion?  This part works especially well when we put the problem in the form of a question, such as “In what ways can we…?”

3.  Agree on desired outcome of the meeting:  To help maintain focus, agree on what would be an acceptable outcome of the meeting. This keeps expectations realistic.  The team might say, “Our outcome is to gain understanding of the root of the problem, and generate action steps that will begin solving it”

4. What is the payoff? Consider what this problem or mistake has cost, and anticipate the positive effect if this problem is solved or brought under control.

5.  Reality check:  Instead starting off with statements and speeches, begin with questions like:

> How did it begin?

> What are its origins?

> What triggered it in the first place?

> What is the critical variable that changed to cause the problem to happen in the first place?

> What assumptions were made that led to the problem?

What are the possible solutions?  We are looking for quantity here.  There is no judgment at this point.  This works best when people write their ideas down.

What are the absolutes/desirables? In order to narrow down our options, we need to consider criteria that are most important.  What is the budget?  How much time do we have?  What must the solution achieve?

What is the best plan of action? After filtering all the ideas through our absolutes/desirables, we come up with a plan of action.  This plan includes specific steps assigned to individuals on the team.

Recap:  Here, we appeal to the team, and have them repeat their action steps, deadlines, and timetables.  Also, we set the next meeting or next step.

Even though we don’t wish for problems, most companies have them every day.   Each problem is a chance to get better if we keep our problem solving skills sharp.  Going through these steps takes more time.  The payoff can be worth the investment.