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Actual for You - Problem Solving the Problem Solving Meeting
PERFORMANCE APPRAISALS BENEFIT THE ORGANIZATION:Appraisals help spot employees with potential for advancement. Appraisals bring attention to the so-called high-potentials — people who have both the will and the ability to excel in the organization. Appraisals can also aid in the human resource planning of the organization. --Appraisals provide management with a profile of the supervisor. One important incentive for supervisors to do appraisals expertly is that higher management can observe their skills in managing and developing their staff. -
- 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 drastic
For over 44 years, wow that seems like a very long time, I worked as a registered nurse. I worked in every area of nursing, (hospitals, teaching, psychiatric, detox units, prisons, etc) and not only did I work a J.O.B. (Just Over Broke) but I also had to work two jobs for years to support my family as a single mom. That is enough to make one not only tired but still just enough income to pay the bills.Does any of that sound familiar to you? I would venture to say that it sounds way to familiar to way too many.Let's take a look at why th
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 drastica
In today’s highly competitive economy, it is difficult to maintain a significant market advantage based on your professional skills alone. Developing trusting relationships with your clients is vital to your business success as well. No matter what business you are in, the most powerful value-added contribution you can make to any business relationship is the trust factor.The trust factor is even more critical in today’s business climate with the level of trust in Corporate America continuing to be at an all-time low, and suspicion of “all thi
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 drastic
Entrepreneurs have personality traits that make them ideal people to work for themselves. These same traits, while helpful as an entrepreneur can be irritating and dangerous for normal on-the-job relationships with bosses, managers, and supervisors.1. Willingness to take risks. Being an entrepreneur is demanding. Everything is a risk to someone who only depends upon themselves. Entrepreneurs learn to take calculated risks. They can’t throw complete caution to the wind, but they are much more willing to take a risk which seems within reason.east 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 drastic
I was teaching about customer intimacy and loyalty when one participant asked, ‘What if your competitor has already built a close relationship with a customer, and you want to get inside?’I replied, ‘Add value first. You will reap value later.’How can you help prospective customers right now – even before they become your paying customers?Can you send articles of interest with your namecard attached? Could you make practical suggestions to help them serve their customers better? Can you provide insight about developments in your
- 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 drastic
What lies in store for the IT Contractor? I have seen the whole lifecycle at least three times, so let me tell you what to expect. To be forewarned is to be forearmed, so you might want to remember where you are in the cycle and what lies ahead.We might as well start when the economy is in boom conditions.1. IT Contractors are at premium as companies grab as many as they can get.2. IT Contractor rates rise rapidly.3. IT Contractors think their time has come and that the gravy train will go on forever. They think that just
- 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.
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