Problem Solving the Problem Solving Meeting

We go to meetings to share information, to report on project status, to make decisions, to get the free lunch, and because we were invited. (Sorry that I digressed). This is only a partial list ? there are many other valid reasons for holding meetings.

Perhaps the most common and best reason for a meeting though is to solve a problem. A meeting is a great place to do this ? you get a variety of people with a variety of experiences, knowledge and perspectives together to ensure that the best possible solution is identified and that all of the important considerations have been taken into account.

The problem is, that while the venue and the people might be correct, often the process is flawed. It is flawed because one question hasn't clearly been asked and answered.

The Typical Situation

Have you ever been in a meeting where 20 minutes (or an hour or more) into the discussion of the problem, people start to realize that they aren't all working on exactly the same problem, or are already assuming certain solutions? Most people I have asked this question of over the years have nodded in the affirmative. It is that this moment that a meeting must stop - and clarification must begin.

It is also in these moments where frustration builds, rework begins, and meetings get a bad reputation.

The solution to this situation is to ask and answer the one question.

The Problem Solving Question

That question is: "What is the problem?"

It seems so simple. I mean, why would anyone ever start problem solving without truly knowing what the problem is? People don't do it on purpose, of course, they do it because:

- The problem is clear in their mind (or at least they think so).

- They assume everyone knows the problem exists.

- They assume everyone agrees that it is, in fact, a problem.

Unfortunately these reasons prevail too often.

So, what is the problem?

Getting a group agreement and understanding of the problem is one of best things you can do to improve the speed and effectiveness of group problem solving. But how do you do it?

The Problem Statement

You do it with a clear concise, well written problem statement.

A problem statement succinctly defines what the problem is. It is written to produce clarity of thought and to reduce the assumptions people make regarding the problem. At least as important as these reasons, a good problem statement keeps us from assuming a solution, before we even state the problem.

In academic circles, problem statements are often long (one or more pages), detailed (complete with lots of data and statistics) narratives. This is not what we need in a meeting. What we need is a short one or two sentence description of

- what the problem is

- who it affects

- when is it a problem

- where it is a problem

Your problem statement should not answer the "why?" question - as your problem solving process should lead you to a clear understanding of "why?" Remember the goal is to define the problem so that everyone agrees to the problem and its scope.

Some Examples

While the format may vary, here are a couple of example problem statements to help you get started:

- We (our team) don't have timely data to determine when to make the switch from "X' to "Y".

- Our turnaround time at the Madison facility is currently two weeks, which puts us at a competitive disadvantage compared to our competitors.

- Our enrollments for the summer program are 20% behind last year and 30% behind projections.

The final format of this statement matters less than making sure that it answers the questions above. Sometimes people state the new desired result in the problem statement as well (e.g. "currently the process takes four days and the desired time is two days"). This can be a valuable addition if this end goal is already known. Often at this stage we don't have enough information to know just how much improvement we can achieve.

A problem well stated is a problem half solved. By taking the time needed to gain agreement on a clear definition of your problem before starting the problem solving process, you truly have reduced the total time for your problem solving efforts drastically. This effort and discipline will improve your results noticeably, and immediately.

Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to http://www.kevineikenberry.com/leadership.asp or call us at (317) 387-1424 or 888.LEARNER.

In The News:

---

Listening Strategically

Usually, we're most interested in communicating outwardly; getting our messages... Read More

Dont Get Caught With Your PR Down

Why risk the embarassment when with a little basic PR... Read More

How To Hire Superstars

Can a person's behavior and values really determine if they... Read More

Innovation Management: The Quality and Quantity of the Idea Pool

Creativity can be defined as problem identification and idea generation... Read More

Managing People - No One Shows You What To Do

Imagine the following scenario - you pay a visit to... Read More

Regaining Control - Nine Steps for New Managers

My client had faced the same challenge, which was frustrating... Read More

Business Fit

I have been an entrepreneur for over twenty years and... Read More

Do You Need a Personal Assistant?

It's great to be multi-skilled?be able to type your own... Read More

Treat Employees Fairly, Car Wash Entrepreneur sets Industry Standards

I believe that whether corporations expense their stock options is... Read More

Training Managers and New Trainers

Training managers use many of the same interpersonal and analytical... Read More

Christmas and Business Gifts for Your Clients and Employees!

Tis' the season for business and corporate gift-giving! If you... Read More

Employee Retention: Five Leadership Fundamentals

Are your management practices on the right track? Retaining your... Read More

Group Meeting Disrupters

MEETING DISRUPTERS: If two participants are carrying on a personal... Read More

Forecasting Support Costs

Did you know that maintenance accounts for 50% to 80%... Read More

Faith is the LIFE-blood of Your ACTIONS before the Benefit -

Nothing has changed. Your ancestors lived by faith. Some planted... Read More

Burger on a Bun Decision Making

When approaching any decision, it's important for individuals to maintain... Read More

Know Your Client - The First Rule of Business Coaching

Whilst the very best coaches have undertaken independently accredited training... Read More

Is ISO 9001 2000 Right For My Business?

Firstly you should decide your own reasoning behind considering ISO... Read More

Whadda Jerk!

If one does not understand a person, one tends to... Read More

Accountability Equals Meeting Success

Leslie was the new manager of the group. She was... Read More

DIVERSITY is a BIG word -- With A HUGE Business IMPACT

Second thought! Just in case. YOU or someone you personally... Read More

The Gift of Gratitude

Gratitude might seem like a soft or even an obvious... Read More

Leading Meetings: The Top Three Challenges

What do people really find challenging about leading meetings? Here... Read More

Assessing Managers for International Competence

How do you select staff for international assignments? It's an... Read More

A Checklist for Organized Executives

I could begin this article by providing a checklist of... Read More