Almost all managers and aspiring managers have “analytical skills” or “problem-solving” listed as a skill on their resume in one language or the other. The question is “do most managers actually have these skills?” To be adept at problem solving, managers must first define the problem, give it meaning, suggest possible causes, and proffer solutions. As easy as this may sound, the struggle lies with framing the problem properly before making an attempt to solve. As managers, we sub-consciously frame problems based on our personal experiences, bias and assumptions.
In a recent case study, a group of managers experienced a production error at a plant but due to their inability to frame the problem, their analysis and final decision proved futile. This is displayed in our work life when we frame a revenue problem caused by poor customer service, as a sales problem caused by poor product knowledge and then proceed to train the sales force. In this case, the wrong frame results in a waste of resources, the problem becomes prolonged and other members of the team find it difficult to contribute effectively, since their contributions are targeted in the wrong direction. To correct this, researchers came up with a structured approach to problem solving to act as a guide for managers and decision makers.
In the Analysis of Business Problems (ABP) course, we have been introduced to the Kepner-Tregoe structure-based approach to problem solving which ensures that our final decision is devoid of pre-conceived beliefs, assumptions, prior experience and circular reasoning. While it is natural for our brains to jump to an experience-based conclusion when presented with a problem, it is not always the best course of action as managers.
The Kepner-Tregoe approach encourages decision makers to connect the problem element to the goals and objectives of the business. This paints a clear picture of the relationship between the current situation and the goals of the business and more importantly, it helps managers remain neutral to any potential solution. A structured problem-solving approach focuses on problems that actually matter and has the potential to impact the target of the business. While framing the problem is said to be an art, the structured problem solving is considered scientific. It should be so simple and effective that it would fit in a flow-chart.
Like other structured methods, the Kepner-Tregoe encourages a seamless flow comprising: situation appraisal, problem analysis, decision analysis and then potential problem analysis. Each of these steps encourages questioning in problem-solving. By questioning, managers identify and rank the objectives, identify possible causes, confirm true cause, clarify purpose and present recommendations backed by an action plan. Ultimately, the structure takes out the guess-work in problem solving and provides a guide to make decisions.
Following the discussions and learning from the ABP, we have no excuse to be less than excellent managers who provide logical and clear solutions to business problems as they arise. Whether as entrepreneurs or employees, this course is equipping us to be different, act different and think different.
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