What's the Problem?

Colleagues,
 
This week we dive into the second key of leading strategically, focusing on problems instead of symptoms.
 
Problem identification is part of a larger model called the Strategic Action Cycle (SAC). A full SAC training spend 1 ½ days on problem identification, so this week’s emails will just scratch the surface. 

Our problem-solving process will:

• Focus on what’s meaningful
• Use a simple(ish) process
• Make better decisions

In essence, examining a problem is like exploring an iceberg. We encounter a visible issue, most often a symptom of something that is hidden or invisible. 

In our simplified process we may still get to the root problem, but sometimes we’ll only find hidden symptoms and that’s okay. Any incremental improvement is a win.
 
We will dig into the four parts of the process beginning tomorrow, but here is an overview:

• Gather all stakeholders
• Generate possibilities by asking why
• Explore possibilities by asking why and wondering
• Find connections

Keep in mind that we can adapt the process to fit the importance or complexity of the problem. We can simplify and take short cuts for small issues or be more thorough and intensive for big issues.
 
If you only take away two things from the week, they are:

1. Consult stakeholders before acting.
2. Stop and look at what might be causing the issue under the symptom.

Do good and be well,

Frederick