Are there problems that occur in your organization that seem to never get fully resolved? Even when “solved” they keep coming back like bad fruitcake or an unwanted relative? Maybe its time to put those issues out of their misery and slay them for good.
WHY DO PROBLEMS LINGER?
Why do these that problems/issues linger?
Once a solution is identified the emphasis on it ends. It is as if just by finding the solution the problem will go away. – Deming
But finding the solution is only half the battle.
Slaying it will take determining the REAL reason it happens, developing solution, complete implementation AND follow up
DETERMINE WHY IT’S REALLY HAPPENING (ROOT CAUSE)
Want to slay a problem for good? First the real reason, the underlying root cause, must be identified. Until that is uncovered, only the symptoms of the real problem will be addressed.
There is a technique in Six Sigma call the 5 Whys. Although there are some other methods, this is the most straightforward and easy to use.
By repeatedly asking the question “Why” (five is a good rule of thumb), you can peel away the layers of symptoms which can lead to the root cause of a problem. Very often the ostensible reason for a problem will lead you to another question. Although this technique is called “5 Whys,” you may find that you will need to ask the question fewer or more times than five before you find the issue related to a problem.
A solution to slay an organizational issue can only be developed once the TRUE issue or problem is uncovered.
NOW we can come up with a resolution…
BRING IN THE FOLKS THAT ARE IMPACTED BY THE ISSUE & HELP THEM DEVELOP A SOLUTION
The people impacted by an issue very often don’t have a hand in developing solutions. How can there be buy-in if the people that have to live with the solution are not involved in developing it? If the goal is to slay the problem for good, those impacted must be involved in creating the solution.
There are literally thousands of methods to lead teams through solving problems. When used properly, most of them are very effective. The key is to involve those people causing, influencing of impacted by the issue. As with any change initiative, involving the impacted ensures that they:
• Believe there is an issue in the first place
• Understand the cost of the issue/problem lingering
• Develop a solution that will work within the culture AND is feasible!
• Are willing to champion the solution
ALLOW THE PEOPLE IMPACTED TO IMPLEMENT THE SOLUTION
Autonomy, ownership, accountability, blueberry…. wait what? Not giving the folks that developed the solution the responsibility and accountability to implement it is a recipe for disaster. It is one of the quickest ways to ensure that the solution will likely fail.
Empower and give autonomy, within reason and boundaries, to the employees that created the solution to implement it! That might mean partnering them with a project manager or giving them some training. But, that is small price to pay for eradicating the issue forever.
LET PEOPLE KNOW THE PROBLEM IS SOLVED!
Launching or implementing the solution is not the end of the issue, it’s the beginning. Once the solution is implemented is vital to continue communicating about
• What has changed
• Why things are better
• Specific examples of what has improved
• Recognizing people’s efforts and accomplishments
Remember not to use buzzwords or jargon. Constant communication reminds people that there is still emphasis on the problem/solution.
DON’T FORGET TO FOLLOW UP.
The solution that is implemented is rarely perfect. Yes, it’s true. Perfection is not the goal, slaying the problem is! Make sure that the solution and current situation are reviewed at regular intervals. This way there can be course corrections when issues are noticed or the intended result is not reached. The only way to ensure the problem/issue does not return with a vengeance is constant vigilance.
The most effective way to increase the ability to innovate and be creative is stop lingering issues/problems dead in their tracks.
What are you doing to slay your organization’s problems?
Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.
Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.
