How to... be an effective problem solver

You only have to key in the term 'problem-solving' into the search field of Personneltoday.com's job section to discover how basic a skill requirement it is for employers. Yet research by the Chartered Management Institute last year revealed more than three-quarters of employers believe that graduates lack problem-solving know-how, which affects the performance of young executives.

Even the most successful organisations are beset by difficulties of varying degrees, which if dealt with inadequately, can magnify, leading to inefficiencies, low employee morale and the loss of millions. Problem-solving is not an inherent talent but one that can be learned and, once appropriated, will earn you kudos in senior management circles. If you become a particularly adroit problem-solver, it could well boost your earning capacity or secure you a seat at the strategy table.

There are no hard-and-fast rules, but following a template such as the one outlined below should always lead to a better, if not, the best solution.

Where do I start?

First off, identify and then clearly define the problem and its impact - a concise physical description will allow other stakeholders to corroborate your viewpoint. Use only facts, not supposition when detailing the problem. Failure to document it accurately may mean you attempt to provide a solution to the wrong problem - a meticulous guide to the delineation of a problem can be found in the New Rational Manager by Charles Kepner and Benjamin Tregoe.

Investigate probable causes

Once defined, the next phase is to thoroughly investigate the causes so you don't end up merely treating the symptoms. Start at the place the problem was first noticed. When did the problem first arise? What has changed since then: has new machinery been installed or new working arrangements introduced?

Collect as much related information as possible. Where several interlinking systems give rise to a large number of suspect factors, assess each one separately to reduce the number of variables to a manageable amount when drawing up a list of probable causes. Once you have interpreted all the data you will then need to devise a means of testing and cross-checking for the root cause.

Identify workable solutions

Having diagnosed the cause, five key questions will form the basis of how the problem will be solved: who, what, where, when and how? There is unlikely to be a single correct way of solving a problem, so it is crucial to specifically detail the desired outcome and how the improvement will be measured. Be realistic - any solution must have feasible time and budget constraints.

Weigh up the consequences of implementing each solution and rank them accordingly. Set a level of priority to the task-based on its adverse impact. Decide upon start and fulfilment dates, whether to assign an individual or team to the task and whether it will be tackled on a full- or part-time basis. If it's full-time, you may wish to use an off-site location to minimise the risk of disruption. Monitor and review the situation to affirm the solution is permanent.

What else can assist me in my quest?

There's no shortcut to developing your analytical thinking, but it is widely recognised that an MBA will improve your problem-solving skills and ability to make complex decisions. Methodologies such as Force Field Analysis, JM Juran's remedial or diagnostic journey, and W Edward Deming's Plan-Do-Check-Act cycle which tackles problem-solving in four phases are worthwhile. Software programmes such as Synectics ThoughtPath can also help bring order to your planning.

Remember HR has a dual role in problem solving

Unless a team is entirely dysfunctional, groups will stand more chance of solving problems successfully than individuals. In addition to developing their own problem-solving abilities, therefore, HR professionals have a major role to play in bringing structure to problem-solving procedures elsewhere within an organisation. This could involve facilitating brainstorming sessions, creating teams and fostering temporary dynamic relationships to help solve a problem and making sure the solution is implemented.

Where can I get more info?

Books

- Effective Problem Solving, Steven Kneeland, How To Books, £9.99, ISBN 18857033515

- Problem Solving in Groups, Mike Robson, Gower Publishing, £25, ISBN 0566084678

- New Rational Manager, Charles H Kepner and Benjamin B Tregoe, Kepner-Tregoe, £38.31, ISBN 0936231017

- Change Activist - Make Big Things Happen Fast, Carmel McConnell, Momentum, £9.99, ISBN 1843040271

Websites

www.thoughtpath.com

Home page of ThoughtPath, an idea generation software programme developed by Synectics Inc. Its six modules include Guided problem-solving and Problem-solving, as well as features to evaluate and refine concepts. It can also be used for human resource planning.

www.themindgym.co.uk

The online site of training provider The Mind Gym offers a host of mini online exercises dubbed 'workouts' to stimulate your thinking in areas such as creative problem-solving, and dealing with information and difficulties. The company also offers 90-minute training programmes delivered at the client's site.

If you only do five things...

1 Clearly define the problem and its impact

2 Collect all relevant information

3 Define the goal to be achieved

4 Monitor the consequences

5 Study for an MBA

Expert's view: Carmel McConnell on problem-solving

Carmel McConnell is an expert on leadership development and the social role of business and author of Change Activist - Make Big Things Happen Fast and Soultrader - Find Purpose and You'll Find Success. She also founded and runs the child poverty initiative Magic Breakfast. (www.magicbreakfast.com)

Do you have a preferred method of solving problems?

My preferred method of solving problems comes from project management and total quality management (now evolved into Six Sigma) that follow simple steps. It is also a good idea to overcome that pesky ego/pride thing and save time by asking colleagues for help. Many problems also reoccur in the workplace - so save precious time by investigating whether there is any history of the problem.

What are the characteristics of effective problem-solvers?

Creative people often make great problem solvers. But it is important to distinguish between problems that require a logical question sequence, and those that require a more creative approach. They tend to be either:

- Action oriented: tackling problems before they become monsters

- Persistent: keep going even when the key answer person goes on holiday for five weeks

- Feedback-rich: involving others in creating an answer that works for everyone

- Happier: they deal with stuff and move on.

What's your assessment of HR's problem-solving capabilities?

HR is best at problem-solving as change activists - people taking action outside their comfort zone, in line with their beliefs - seeking to consult with an eye on the business results, not everyone's feelings.