State the problem

Fundamental to resolution is clearly stating the problem to create focus. Interested parties can often view the priority or complexity of a problem differently and hence communication with those affected is essential.

The problem statement should include:

Vision – what does the world look like when the problem is solved?
Issue – a description of the problem, for example an increase in employee sickness levels
Approach – the method that will be followed to resolve the problem?

Managers may struggle with defining problem statements, and using the ‘5Ws’ technique can stimulate the thought process and discussion.

1. Who does the problem affect?
2. What is the scope and priority of the problem? What is the impact of the issue? What will happen if problem is fixed? What will happen if the problem is not fixed?
3. When does the problem happen?
4. Where is the problem occurring?
5. Why is this a problem? Why do we need to fix the problem? Why does it impact customers, patients, employees?

Involve interested parties

Appreciating who has an interest in the problem could be critical to a successful resolution. Consider how a problem impacts employees, customers and other colleagues.

At this stage, it is important to keep an open mind and actively listen to others. Your solution may not always be the best one.

Research the problem

Researching the problem gives you a better understanding of the problem.

• What do you know about the problem?
• What do you not know about the problem?
• Has there been a previous attempt to resolve the problem? What happened?
  Were there any learnings?

At this point, you want to make sure there is evidence to support the existence of the problem. Root cause analysis is a useful tool to employ at this stage.

The ‘5 Whys’ approach is a simple method and helps you trace the real cause of a problem.

• State the problem in writing and ask why it occurs. Note the answer below the problem
• If the answer does not reveal the true root cause, consider the answer from the first step and ask why again
• Loop back to the second step and keep asking why if the root cause is not apparent.This could take less time than five whys, but keep going until there is a consensus.

List possible solutions

During this stage, it is time to discuss the possible options that could resolve the defined problem. List the solutions, keeping an open mind and allowing creative thought. A white board and sticky notes is a good way to record the solutions.

Evaluation must be deferred until all solutions are identified. Evaluation stunts the thinking process and people may be hesitant to offer solutions in the fear that they will be criticised or their ideas simply rejected. Additionally, some individuals may harbour personal agendas to ensure that a specific solution is selected.

Evaluate and make a decision

Evaluation allows space to assess, discount and approve an option. Once the assessment is complete, a decision will identify the best way forward. There will be times when you have to make a decision when faced with an impromptu issue, but having a process in place will provide a stronger foundation for that decision. The decision-making process is dependent on a variety of factors, including time pressures, expertise and past experiences. A large part of decision making lies in knowing and practising good techniques.

Common mistakes in decision making include:

• Fear of making a mistake
• Personal agendas
• Ignoring associated risks
• Going with the first option, lack of research
• Stalling the decision process
• Relying on expert information only
• Over- and/or under-estimating information to support a solution
• Ignoring gut feelings
• Vacillating between options
• Over-reacting to a problem or issue
• Accepting half measures
• Making the safest decision to avoid controversy.