| You're almost to the finish line if you've made it to the | | | | creativity, which may yield more and better ideas than |
| solution-finding phase of the problem-solving process. | | | | the ones you originally considered. |
| Many people focus their problem-solving efforts on | | | | This part of solution finding can go very rapidly if the |
| getting rid of just the symptoms, not the source of | | | | cause is very well-defined, and the solution constraints |
| their difficulty - the problem's root cause. | | | | are clearly spelled out and prioritized. |
| Once the symptoms are swept away - at least | | | | You may find that, having done excellent preparation |
| temporarily - the cause is left to simmer, and the | | | | for this phase, solutions are now so clear that they |
| problem bursts to life again at a later time...perhaps | | | | suddenly become very obvious to you. |
| bringing more, bigger, and far messier problems along. | | | | 3. Choose the best solution for your circumstance |
| If you've done a good job of cause identifying, finding | | | | Of all the possible solutions you discovered or |
| the solution can - but does not always - go fairly fast. | | | | designed, which one is the best match for the solution |
| It can also be a creative and very satisfying part of | | | | target you set? |
| the problem-solving process. | | | | Test your answer. Ask yourself: |
| As you work to discover the solution, follow these | | | | - Will this solution make the cause go away, if it is |
| steps: | | | | possible to eliminate it? |
| 1. Know your target | | | | - Does this solution fit our criteria for one we can |
| 2. Generate several ideas for solving the problem | | | | implement? |
| 3. Choose the best solution for your circumstance | | | | - Does it meet the customer requirements of those |
| 4. Create the implementation plan | | | | who will benefit from this change or process |
| Here's more about each phase: | | | | improvement? |
| 1. Know your target | | | | If you have any questions about the suitability of your |
| First, think about the cause of the problem: | | | | solution, now is the time to ask them. |
| - Is it the only one? | | | | Don't wait to be surprised (and possibly dismayed by |
| - Does the problem occur 100% of the time when this | | | | what you find) during implementation. |
| cause happens? | | | | 4. Create the implementation plan |
| Now, consider the constraints on the solution you | | | | Decide who needs to be involved in implementation in |
| implement: | | | | order for it to go smoothly, and for your solution to be |
| - What limitations do you have for the solution you | | | | effective. |
| choose? | | | | Involve them in creating and finalizing the |
| - Of these constraints, which one is the most | | | | implementation plan. |
| significant one to consider as you design or choose a | | | | If you don't - if you create and then dictate an |
| solution? | | | | implementation plan that requires their resources and |
| For example, if cost is the primary issue you must | | | | cooperation - you may find that the work can't be |
| consider, the solution you choose may be very | | | | done within the time and resources available to do the |
| different than if speed of implementation is most | | | | job. |
| important to you. | | | | And don't be surprised, in that case, if you have lost a |
| 2. Generate several ideas for solving the problem | | | | lot of goodwill, time, energy and other valuable |
| Take a few minutes to think about the ideal solution. | | | | resources in the process. |
| You may or may not be able to implement that ideal, | | | | Take the time now to engage the necessary input and |
| but consider it. | | | | support for the implementation plan. |
| Think of at least 2-3 possible solutions, if you can. This | | | | It may save significant time and expense in bringing this |
| gives you a range of possibilities, and tunes up your | | | | problem-solving cycle to a successful end. |