Problem Solving Made Easy
"Problems are opportunities in work clothes". Henry J Kaiser,
American industrialist
"I proceed with a courageous and honest analysis of the
situation. Then I determine what the worst consequences of my
failure could be. After imagining the most disastrous
consequences that could result, I resign myself to accept them
in case it becomes necessary. From that moment on, I concentrate
all my time and energy to looking for ways that could alleviate
the consequences which, mentally, I have already accepted". Dale
Carnegie, American orator
Problems: You either love 'em or hate 'em. For some they
represent a challenge, something from which to learn. For others
problems are the beginning of the end, a reason to 'down tools'
for the day. This is what distinguishes winners from losers,
business successes from failures.
Positive thinkers act in a similar way to Carnegie, namely
recognising that a problem exists, understanding the possible
consequences, anticipating the worst possible scenario, and
formulating their objectives on this.
Recognising That a Problem Exists
All problems share one characteristic. All are deviations from
the norm. For example, where your average/anticipated sales
during a given period are Ј200, you have a potential
problem where actual sales are significantly less.
All successful businesses set standards. The first step towards
solving problems presupposes that you have determined measurable
standards against which to measure progress and performance.
>From this, you periodically compare actual against projected
performance. This is best achieved as a team exercise, including
management and staff, as appropriate.
Analysing the Problem: Defining its Scope
Here you are locating and determining the extent of your
problem, deciding whether it has short-term or long-term
consequences. A well-defined problem is almost solved and
frequently the solution is obvious. A useful tip is to draw up a
'Problem Analysis Worksheet', including vertical columns where
aspects of the problem can be recorded: what the problem is, who
was responsible for it, when it occurred, what its consequences
might be, what the ideal situation would be (your objectives),
how serious the problem is, and so on. Having considered all
aspects of the problem, as a team, the group then lists possible
solutions.
Focus on Objectives: Classify these as 'Essential' or 'Desirable'
Your objectives are results you want to achieve, your ideal
situation. These should be listed as 'essential' or 'desirable'.
Compare Suggested Solutions against Objectives
Again, preferably as a team, all solutions are considered in
terms of how successful they might be at achieving your
objectives, primarily 'essentials'.
Choose a Tentative Solution from Your List
One potential solution will usually reveal itself as most
suitable for achieving your objectives. This is the one you
should initiate in the first instance.
Put the Solution into Practice and Monitor the Consequences
Once initiated, the consequences must be monitored and adverse
occurrences identified and controlled. Some changes might be
necessary, especially for unexpected events. Alternatively, and
only as a last resort, you may find you have to choose another
from your list of possible solutions. Whatever happens, you will
almost certainly have your problem under control, maybe not
solved, but manageable.
Alternative Problem-Solving
An extremely useful tip from the late Joe Karbo, American
motivational writer and entrepreneur, is to delegate the
problem. To your computer! Not the Amstrad, Apple or Atari; this
computer is far more complex, infinitely more powerful. The
computer Karbo and others like him refer to is your unconscious
computer - your mind!
According to many psychologists and motivational gurus, we use
only a tiny proportion of our U/Cs. Programming the U/C to solve
your problem is easy, all you have to do is ask. This is what
you do:
Write the problem down at the top of a clean sheet of paper.
Section the remainder of the page into two vertical columns.
Try to solve the problem yourself. On the left-hand side, write
down all possible ways to solve your problem. Include reasons.
On the other side, list the potential drawbacks of each
considered solution.
Ask your U/C to choose the best solution from those listed or to
come up with another. This might sound silly, but believe me it
isn't. Karbo tells readers to think of your U/C as 'another
person, an employee or assistant'. We must tell that other
person 'I want the answer to this problem by tomorrow morning
... or four o'clock this afternoon'. Then you just forget it, go
to sleep or turn to doing something else.
Surely enough, just as that name you've struggled to remember
will suddenly come to you long after you've given up trying,
your U/C will provide the answer you need. Try it, it works.