This is a brief guide
to structured problem solving. It's based on material I prepared
for IPS Ltd a few years back. I've used this technique for
over five years now - in many different environments and for
the solution of all kinds of problems - and it can be used
to generate ideas and select practical solutions to many problem
types
This
article should answer three questions: What
is structured problem solving? How does
it work? and What are the seven steps in
the methodology? |
First
we introduce the principles involved in structured problem solving,
then introduce the participants:
The
Client
The
Facilitator
The
Resources
After
that we work through the method's steps one
at a time, showing how to prepare
for each step and how its output can be effectively used. |
| What
is structured problem solving? |
|
It's
a method for coming up with a solution to any problem that
- uses
a methodology to analyse the problem and its potential solutions
- can
be used at any level in an organisation
- can
be used for any type of problem
- is
suitable for first-line or top-level solutions
|
| How
does it work? |
|
The
methodology consists seven steps which should be followed sequentially.
Those involved in the problem solving are assigned roles as
- The
client
- The
facilitator
- The
resources
The
structured problem solving methodology is applicable to all problem
types in
many - and varied - circumstances. But is also has a defined place in the overall
methodology,
with two key routes to the structured problem solving session: |
 |
| What
are the seven steps? |
|
- Problem
definition - The PROBLEM STATEMENT
- Background
- Ideas
- Solutions
- Benefits
and concerns - The rewards versus risks and costs
- Resolution
- Plan
|
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 |
 |
| The
participants: 1 The Client |
|
 |
Decision
maker |
 |
|
Understands |
|
Problem
owner |
|
Champion |
|
Focus
on content |
|
During
the problem solving session The Client takes the role of
the owner of the problem and its solution. Ideally the client role
will be taken by a decision-maker within the organisation and would
preferably be the person owning the solution and championing its
implementation in the real world. At the very least, whoever plays
the client should understand the problem and have a vested interest
in solving it.
The
client must focus on the content of the problem solving session. |
| |
|
| The
participants: 2 The Facilitator |
|
|
Objective |
|
|
Enabler |
|
Enforcer |
|
Referee |
|
Focus
on process |
|
The
Facilitator is the objective
custodian of the rules of the problem solving session: The
facilitator must ensure that the session follows the formal
structure and supporting guidelines of the methodology.
The
facilitator ensures that there is full participation in the session
and that a low-risk, creative environment is created for all
ncerned.
The
facilitator must focus on the problem-solving process. |
| |
|
| The
participants: 3 The Resources |
|
|
Contributor |
 |
|
Assistant |
|
Vocal |
|
Focus
on input |
|
The
Resources are there to help
the client to reach a solution and an implementation plan.
Ideally, the resources should have specific knowledge of the
problem area, of developments and technology which might support
the solution and so on.
This
group of people is created to contribute ideas and expertise
to the session.
The
resources must focus on providing answers and opinions, not to
pass judgement on the problem-solving session or its participants! |
| |
|
 |
| The
Stages of Problem Solving |
|
| Step
1 Definition |
|
The
Client makes the problem statement
The
person playing the client role makes a short presentation to
the
resource group as a statement of the problem.
This statement should define the problem to be solved and will typically also
set the scope of the session.
The
statement should be
- Concise
- Accurate
- Action-oriented
The
statement should not include clutter or background, which
should
be presented separately in the next step. |
| |
|
| Step
2 Background |
|
The
client presents the background to the problem - This background
should
consist data - the facts and figures behind the problem - together with
any scoping rules or constraints on solutions.
The
background must provide
- Additional
information - The data
- Clarification
of terms and points made in the definition
- Constraints
- Previous
attempts
- Establish
a goal for the session
- Establish
a goal for the solution
- Identify
benefits of finding a solution
Previous
attempts to solve the problem
(if, indeed, there have been previous attempts to do so!)
should be mentioned but it is wise, at this stage, not to dwell on why those
attempts failed.
Just stick to what happened not why! |
| Step
3 Ideas |
|
In
this step the resource group respond to the definition and background
with ideas.
The
facilitator ensures that all questions are answered by the client
and that
all ideas generated by the group are recorded.
The facilitator must mediate between the client and the resources
and must ensure the rules of the session are followed.
This should include sticking to any planned timings for the session.
The
rules for generating ideas are
- Record
every idea generated
- No
idea is a bad idea
- Go
for quantity of ideas
- No
killer phrases
- Everyone
must be open
- Headline
- Don't get bogged down in detail (Yet!)
- No
war stories
- Be
consensual - No voting!
Ask specific questions or state ideas - Don't express ideas as questions
- Stay
positive
- Enforce
one-meeting rules
- Everyone
has fun!
The
facilitator must also manage the ideas generation -
This could be by brainstorming, group MindMapping or other creative technique.
The facilitator should - if there is one - stick with a method that's tried
and tested and with which he/she is comfortable.
Stay
positive and log the ideas not the concerns others in the group
might have.
That should be left for the selection step.
The facilitator must watch out for tell-tale expressions and terminate the
chain of thought giving rise to them:
- We've
tried that before . . .
- It
might be a good idea but it won't work here.
- No-one
here has the responsibility (or authority) to make that decision.
- The
management won't ever agree . . .
- The
unions will never agree . . .
- Good
idea but . . .
- Is
there a budget for this kind of thing?
- That's
impossible!
|
| Step
4 Selection |
|
The
initial selection of potential solutions - weeding out the least
practical ideas -
is now done by the client. The resources take a well-earned break for ten minutes
or so.
The facilitator should ensure that the selection is limited to about ten minutes
and that the client knows there is a time limit.
Working
together, the client and the facilitator should write up the
most likely solution ideas,
combining groups of ideas into a single heading if all the ideas to be combined
- Remain
clearly as stated
- Result
in a succinct statement of a potential solution
- Respect
an attainable target
The
client should, ideally, not communicate with the resources during
this period:
The resource group will generate comments as benefits and concerns
during the next step - At the moment the client needs to make the initial selection
without pressure from the group. |
| Step
5 Benefits and Concerns |
|
Once
the resource group returns, the client can present the selected
ideas which are clearly written up, probably on an OHP or a flipchart.
As
the client works through the list of ideas he/she should state
the benefits of each idea together with any concerns he/she may
have over its possible outcome. The resources should treat this
as a presentation, asking questions to clarify points but not
to pass judgement or add their own comments on pros and cons.
Once
the client has worked through the list the resources should respond
and the facilitator should ensure all benefits and all concerns
are logged. The facilitator should also ensure that timings are
adhered to and that the session doesn't run on for ever.
Every
point made should focus on the issues and not personalities -
Benefits to individuals or concerns over specific people should
be avoided at all costs.
At
the appointed time the facilitator must blow the whistle and
end the benefits and concerns step and the session moves onto
resolving issues: Overcoming concerns. |
| |
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| Step
6 Resolution |
|
It
may be necessary to do some more work on the benefits recorded
but the focus of this step is to overcome the concerns expressed
or to recognise their severity if they cannot be overcome. From
this perspective there are three types of concern
- Simple
- Likely to be overcome by careful deployment, training, familiarity
and so on
- Critical
- May require a problem statement and problem-solving session
to overcome this concern
- Killer
- Too difficult, expensive or complicated to progress
As
the concerns are resolved or their severity puts the idea out
of contention, the facilitator should ensure these comments are
logged next to the idea and its associated concerns. |
| Step
7 Plan |
|
The
planning step can involve planning under one of two heads: Further
work plan or Implementation Plan, sometime called the Deployment
Plan. It depends whether a solution is agreed or more work needs
to be done to solve the problem!
What
should be planned?
- Next
actions
- Responsibilities
for the actions
- Sequence
of actions
- Timeline
or project plan
- Documentation
of rejected ideas and accepted solution
Why
plan this way?
- Ensure
group ownership of the solution
- Focus
on tangible results
- Becomes
the framework for deployment
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| Preparation
and Support |
|
Group problems
by business model elements
- Process
- Structure
- People
- Systems
- Control
Decide
on the best approach to take during the session. There
are many options
- Seven
step structure
- Put
up a strawman
- List
limited numbers of options
- Generate
then rank ideas
- Number
the problems and their potential solutions
- Filter
- Remove clever-clever comments
and suggestions
- Use
Issue Categories to classify problem causes
- Identify
new problems caused by the solution
- State
problem positively - How to . . . or What can we do to . .
.
- Ensure
problem statement includes all the problem's causes and effects
- Always
ensure the participants have fun - It's a creative process!
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