The Definition of a Problem

In one of our previous posts, Identifying Causes of Organisational Problems, we spoke about the layered questioning process that helps in solving problems of all sorts – the cause and effect chain.

One more trick that helps enormously in problem solving, and indeed in many other areas of organisational life, is to spend some time defining the problem. So often we assume that we have a problem clear in our mind, and that there is a shared understanding of the problem amongst the team. However when we try to articulate the problem, all too often the areas that lack clarity or shared understanding are exposed.  It is in the act of defining the issue that the end goal becomes clear.

Use this technique in other areas as well to bring clarity. For example, always define carefully the

Solving Organisational Problems: Identifying those causes

In our previous post about Solving Organisational Problems , we mentioned the difference between symptoms, the pain that is being experienced at the moment, and the causes of the problem, the underlying reason or trigger for the current symptoms.

Symptoms are the sign that a problem exists. Like symptoms of sickness, they may not be strong indicators of the actual problem. They are just the flag that an issue exists.

The confusing thing about causes is that they may be multi-layered.

What appears at first glance to be a cause may in fact be a different symptom on our journey to uncover the underlying cause.

The Chain of Cause and Effect

In fact what we often find is a chain of cause and effect relationships as we move ever deeper in our quest to find the initial causal trigger for the problem.

Solving Organisational Problems

I came across these definitions of problem recently, and I loved them so much they brought a smile to my face. The definitions are succinct and accurate, and also are worthy of some contemplation.

• Having a problem is by nature a state of affairs plagued with some difficulty or undesired status.

• A problem represents a challenge that encourages solving to establish more desirable circumstances.

[These are from Root Cause Analysis, by Bjorn Andersen]

When we talk about problems in an organisational context, the discussion ultimately

Routine sets you free – The Rhythm of Business

One of the things that Growth Guru Verne Harnish talks about is the rhythm of business. I love that phrase. It is what distinguishes a Performance Focused Organisation, intent on continued and controlled viability, from a group of people pursuing work opportunistically. Organisations with Rhythm have a heart beat that establishes the pace and maintains the rhythm.

One of the key elements of the Verne’s rhythm is the daily “Adrenaline” meeting, as he calls it. For me, this is a chance to focus your team each and every day on what needs to be achieved. It is an airing of the day’s issues and challenges. It is a chance to synchronise and to achieve synergy.