Professional Documents
Culture Documents
Today, problem solving is no longer an exclusive skills of their associates. Take into account the fact
responsibility of those occupying the executive that 75 percent of employers surveyed for Train-
suite. ing magazines annual industry report stated that
they offer some
As new and complex business challenges become type of problem- COMMITMENT TO EFFECTIVE
more widespread, everyone in the organization is solving/decision- PROBLEM SOLVING
undertaking the duty and responsibility of solving making training
workplace problems. to their employees. 1
Last year the U.S. Department of
Labor granted Delphi Corporation, a
A recent survey conducted by AchieveGlobal Since contempo-
supports this point of view. Seventy-five percent of Troy, Michigan-based automotive
rary business is
respondents answered that everyone in the organiza- more complex, the parts supplier, a $3 million grant to
tion is responsible for solving problems (Figure 1). resulting problems, train more than 1,500 engineers on
Todays business environment dictates that all indi- too, are more problem-solving methodologies.
viduals in an organization need to be prepared and complicated. Many Delphis vice chairman in announc-
equipped to meet the problem-solving challenge. organizations are
ing the receipt of the grant said,
facing stronger
FIGURE 1
c o m p e t i t i o n , We are committed to becoming a
increased customer problem-solving culture.
In your organization, who do you believe is
expectations, and
responsible for solving workplace problems?
more aggressive delivery deadlinesall against a
75% Everyone 4% Frontline Supervisors backdrop that tolerates significantly less room for
12% Managers 4% Senior Managers error. Each of these developments requires indi-
6% Frontline Staff 0% Executives
viduals to tackle problems and develop solutions
more proficiently and more rapidly (Figure 2).
SOURCE: Survey of LEADINGedge Subscribers (AchieveGlobals
TM
Online Newsletter)
Formal, structured, highly efficient approaches
ensure that individuals from all parts of the organ-
In turn, organizations are making substantial ization are equipped with the ability to identify
investments in developing the problem-solving solutions and implement them in an optimal way.
this through positive interpersonal interaction. assortment of approaches and methods; some
AchieveGlobal has proposed a results-oriented formal, such as Six Sigma, and some not so
approach to problem solvinga straightforward formal, such as following intuition or hunches.
and impactful model shown in Figure 3. This Sluggish and tentative economic conditions have
approach is based on our extensive industry considerably transformed the faces of our work-
knowledge, primary and secondary research, and places through massive layoffs and job losses,
experience with customers. resulting in a workforce shaped by mixed talents,
skills, and experienceshence varying problem-
FIGURE 3
solving practices.
The Results-Based Problem-Solving Method
Successful problem solvers recognize the value of
structurally controlled problem-solving methods
Process RESULTS People to promote discipline and increase the chance for
success. Problems must first be defined before an
investigation of the causes can begin. Designing
requires effective leaders who are able to develop The Results-Based Problem-Solving Method
well-defined action plans which include clearly
defined responsibilities and accountabilities.
Without attention to the needs of people, Its rare to encounter a problem that no
problem-solving efforts can fall short. With one on your team has seen before. Every
collaboration as an essential ingredient for effec- team has untapped strengthsskills,
tive problem solving, creating a supportive envi- talents, experience, contacts, and access
ronment for problem solving becomes a critical to resources. Leveraging those strengths
element for success. Consider the high percentage and building on past success can reveal
of focus group respondents who report that they shortcuts to solutions, as well as prepare
depend on other people to problem solve (Figure a team to take on more and bigger prob-
6). lems.
Encourages innovation and measured risk
AchieveGlobal has found that how well people Real breakthroughs rarely occur in an
work together to solve problems depends largely organization that punishes sincere but
on the presence of specific organizational condi- failed attempts at innovation. When
tions. These conditions are called The Hall- people are encouraged to try new things
marks of a Problem-Solving Culture. and when earnest mistakes are treated as
opportunities to learn, then creative
In summary, AchieveGlobal believes that a
problem solving becomes the rule and
problem-solving culture:
not the exception.
Builds trust
Lack of trust compounds any problem By attending to stakeholders needs and develop-
through hidden agendas, poor communi- ing effective relationships, the organization can
cation, and widespread suspicion. Where develop a culture that builds trust, leverages
trust prevails, people find it easier to what people do well, and encourages innovation
work together and approach problems and measured risk.
objectively. As a result, people are more
willing to make the collective effort
necessary to solve shared problems.
FIGURE 6
Strategy to Results
Through People