Category Archives: 01-Structuring a problem

Figuring out what is truly the heart of an ambiguous problem, creating a problem statement to frame the work, doing a stakeholder analysis

01-Structuring a problem, 05-Creating & constructing good solutions, creativity methods

The Art and Science of Problem Solving in Any Business

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Many of you have been encountering any type of problems to solve for your workplace. I have been dealing with different types of problems over last 15 years, mostly should provide engineering solution to clients. As one of team members or project lead to work together with other colleagues to confront complex issues, I should sometimes develop the solid and comprehensive methodology to overcome internal conflicts. In order to do that, I should have adapted particular skills and processes to achieve team objective, valued business and engineering solution to clients.

I am always seeking and researching for tips and techniques for problem solving – from structuring problems to delivering solutions. I found two short articles which I think useful to share with my MP cohort.

The first article is “Art and Science of Problem Solving in Any Business” and second one is “the most 4 effective ways leaders solve problems” Two authors made two valid points for problem solving skills. The first is “People & Management” and second is “Strategy and Opportunities”.  The People & Management is that a great many problems are actually due to policies and processes being reinterpreted by management as they’re being implemented, which in turn causes confusion about how and when things are supposed to be done. The Strategy and Opportunities is that  defining the problem, as well as in dealing with it in such a way that you not only resolve the immediate issue but use the opportunity to improve your business as strategy. They are very simple and straight-forward thoughts. But, I have overlooked them in the process of establishing the project team and scope as well as delivering final solution to management team.

The Art and Science of Problem Solving in Any Business

The 4 most effective ways leaders solve problems

 

01-Structuring a problem, 05-Creating & constructing good solutions, 06-Building a case, evaluating evidence, issue trees, problem statement, scoping, stakeholder analysis

The Top-Down Approach to Critical Thinking

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In this article, which I found on Business Insider, the author discusses how to be a more effective critical thinker and problem solver. He speaks about how after obtaining a position as a strategy consultant after his MBA, he struggled to solve problems quickly and effectively for clients. A mentor then coached him to “START WITH THE ANSWERS.” This advice that was very foreign to the author at the time. He struggled with this concept but his mentor taught him how to start with the basic structure of a problem they were trying to solve and then develop some hypotheses around that problem based on any given knowledge or prior experience. Then they would put the hypotheses down into a structured diagram with answers that tie to the logic of the problem they were trying to solve. The mentor noted that once they knew the structure of the problem and the possible solutions, they could plan the data that proves or disproves their theories.

This immediately made me think of Issue Trees; a concept I struggled with when first presented to us by Professor Noonan in fall semester. I felt that I could not come up with possible solutions before knowing all of the facts or researching all of the relevant information I needed to try to find the solution. But the mentor in this article also makes a good point that the key to this top-down approach to critical thinking is to not be married to the original answer but by having an original hypothesis or hypotheses, one can begin to focus the data that one collects regarding the solution, as well as begin to socialize the “answers” to illicit feedback and reactions, which can help to hone in on a real and viable solution.

 

Read more: http://www.businessinsider.com/the-better-way-to-solve-problems-in-business-2010-7#ixzz37IYQ5WMo

 

01-Structuring a problem, 06-Building a case, 07c-Telling stories, 07d-Delivering a presentation, evaluating evidence, stress-testing recommendations

“Born to Run”

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If you’re like me, you enjoy getting book recommendations, preferably non-fiction about real people, doing real things, in real places.  “Born to Run” by Christopher McDougall is just that and also has several parallels to MP concepts that we can learn from.  It begins with a simple subject of running and it’s impact on injuries and transforms into a fascinating story of McDougall’s search for truth and ultimately lead’s to his conclusion that running long distances barefoot is the key to health, happiness, and longevity.  From utlra-marathons to Mexican cartels, this book has a little bit of everything and is highly entertaining.

The MP concepts are evident throughout the book as McDougall starts with a simple problem, gathers information, build’s a case for his hypothesis, and then delivers it in a fun and entertaining story.  Here’s a link to an overview of the book from McDougall’s website if you’re interested in learning more about it:

 

http://www.chrismcdougall.com/book.html

 

01-Structuring a problem, 07a-Crafting an effective formal presentation, slide-craft

The Art of an Executive Summary

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In my job I give 3 or 4 client-facing presentations per week.  These presentations are often very similar, and over the course of my career there are very few new issues in my specific field.  It can be very simple to reuse an old presentation with a few adjustments.  However, it is important to understand that this may be the first time your client has come across this particular issue or undertaking.  An easy an effective was to frame an issue and have your audience moving in the same direction is an executive summary page. 

Below is an article written by a CBS contributor outlining an effective executive summary. The key is to not approach the summary in chronological order… problem, solution, and outcome. If the goal of the presentation is a sale or a call to action, end with that.  Structure the summary beginning with current problem, the desired outcome, and then the solution. This ending will provide a nice transition into the meat of the work you will present.

The goal is to establish your credibility by displaying your understanding of the customer needs, provide a compelling value proposition and why your solution is unique.

http://www.cbsnews.com/news/the-art-of-the-executive-summary/

01-Structuring a problem, 06-Building a case, 07c-Telling stories

What we can learn from the Declaration of Independence

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What we can learn from The Declaration of Independence about the art and craft of structured problem solving.

This past weekend, as our nation celebrated the 4th of July, I took time to reread the Declaration of Independence. The document contains the most famous and precious words in American history, and arguably the finest articulation of the idea of natural rights ever written: “We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain inalienable Rights, that among these are Life, Liberty, and the pursuit of Happiness.”

I have long marveled at the beauty and power of the Declaration, and been fascinated by Thomas Jefferson, its principal author. This document provides a good example of 3 key management practice learning objectives: 1. Persuasive communication 2. Successful, real-world, problem solving and 3. An incitement to action.

1.  Making the Case Through Persuasive Communication

In the spring of 1776 Jefferson devoted much effort surveying the opinions of his countrymen to get their thoughts on American independence. He told one correspondent that he, “took great pains to enquire into the sentiments of the people on that head. In the upper counties I think I may safely say that nine out of ten are for it.” In terms of American political history, Jefferson was among the first to generate data from a survey of public opinion.

The ideas of freedom and liberty, which define the central themes of the emerging American republic, were commonplace in conversations, sermons, letters, and printed essays of the times. In drafting the declaration Thomas Jefferson said that his purpose was, “not aiming at originality of principle or sentiment.” Rather his intent was to, “place before mankind the common sense of the subject,” and to offer, “an expression of the American mind, and to give to that expression the proper tone and spirit called for by the occasion.”

Drawing upon the philosophers of the Scottish Enlightenment, Jefferson built his case on a contract between government and the governed that was founded on the consent of the people. Both poetic and practical, his arguments are grounded in the context of a story. The effect is a compelling narrative, even a romantic version of reality, which helped create an American identity.

Perhaps the most striking aspect of the document is the logical force and rational power of the arguments it presents, the most notable of which is the notion of self-evident Truths − Truths that are self evident by reason and definition and based upon assertions of reality. (The angles of a triangle equal 180 degrees)

Great writing commands respect. The Declaration is an excellent example of persuasive, evidenced based logic that shaped the course of history. Thomas Jefferson took the current American political ideas and put them into a form that the Colonists could read, appreciate, and understand. With the power of the pen, he articulated a new principle for the government of humanity: all men are created equal. He also ensured that from the beginning, the United States of America would be a nation based on the principles of rational thought.

2.  Creating Value through Real World Problem Solving

While Jefferson’s skill and abilities as a thinker and a writer were remarkable, he also possessed another important quality: the power to analyze a historical situation in depth, to propose a course of action, and shape the minds of the decision makers and legislative assemblies. The bulk of the declaration contains a list of charges condemning the actions of King George III, while creating sympathy for the American cause.

The main problems were subjecting the colonies to laws without representation and the increasing tyrannical abuses from the English system of monarchy. Jefferson provided a solution by focusing his structure on two important themes. The first was the concept of individual rights: ‘The God who gave us life, gave us liberty at the same time: the hand of force may destroy, but cannot enjoin them.’ Second, and equally important, was placing these rights within the context of popularly sovereignty, or the right of a nation to govern itself.

It was Jefferson’s ability to link the right to self government with liberty, both rooted in a Divine plan, and further legitimized by ancient practice and English tradition, which gave the colonists such a strong , clear, and compelling case for action. All of this led to a momentous decision. The struggle they faced was a daunting one.

3.  The Call to Effective Action

With forceful logic, evidence, and a sense of urgency, the declaration details the reasons the American colonists had to declare themselves independent, given their mistreatment at the hands of the British. Implementing these ideals would prove to be enormously challenging.  And, of course, England did not recognize or grant authority to the Declaration of Independence, and it would take a war of seven years to give validity and meaning to our founding document, but Jefferson’s efforts were essential for defining and legitimizing the new nation. With persuasive written communication, a logical framework for understanding the problem, and by proposing a  justifiable course of action, he won the hearts and the minds of the American people.

Great events in history are determined from all kinds of varied and complex factors, but the single most important one is always the quality of the people in charge. It all comes down to leadership. Two hundred and thirty-eight years ago our founding fathers made the sacrifices necessary to create the freedoms that we enjoy today. With the English language they gave voice to the unspoken hopes and aspirations of people everywhere. In the words of Benjamin Franklin, it was “the miracle of human affairs,” one that would result in “the greatest revolution the world ever saw.”

Full text of the document: http://avalon.law.yale.edu/18th_century/declare.asp

 

Sources that were used in the composition of this post:

Thomas Jefferson: The Art of Power by Jon Meacham 2012. Random House. New York

The Road To Monticello: The Life and Mind of Thomas Jefferson by Kevin J. Hayes. 2008. Oxford University Press.

American Sphinx: The Character of Thomas Jefferson by Joseph J. Ellis 1996. Random House. New York

A History of the American People by Paul Johnson 1997. Harper Perennial. New York

Benjamin Franklin: An American Life by Walter Issacson. Simon & Schuster. 2003. New York

01-Structuring a problem, deliverables, stakeholder analysis

Jag Sheth on becoming a trusted advisor

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Although my GBS colleague Jag Sheth is best known as a professor of marketing, when digging around in almost any field of management, sooner or later one finds his influence if not some of his actual work.

Management Practice is no different, and that doesn’t surprise me at bit, given Jag’s years of experience thinking and writing about the practice of marketing, on top of his theoretical and scholarly work.

One of the connections between Jag and MP can be found in his 2000 book Clients for Life, which he wrote with Andrew Sobel. As you know, we frame the MP course in a way that causes us to think of internal as well as external “clients.” In effect, we can see clients everywhere, even if we’re not explicitly working with them as someone in a professional services firm might.

Given that, Jag’s book offers some good advice for all of us who seek to have, as his introduction begins, “loyal clients who come back to use year after year.” We want that “double win” I keep mentioning: being seen as doing good work, and having that work credited with helping others make good decisions and take action.

Jag and his co-author frame their goal as moving people – you, for example – from “expert-for-hire” to “trusted advisor.” They want to help with professional growth, clearly. As such, it also intersects with the Leadership Development course that lies ahead for you after you complete MP.

Tackling the entire book is likely more than you need to take on during your MBA studies, but here is a PDF with the Introduction and Chapter One, to give you a sense of what they’re recommending. That might help you determine if and when you might want to take in the entire book. [The GBL is going to place this on e-reserves, and when it’s available by that route I’ll replace this attachment with a link.]

0-Clients for Life-Intro-ch1