Problem-Solving Meetings
The most common and often the most important type of meeting is the problem-solving meeting. There are ways to hold these meetings so that they work well, but most problem-solving meetings wander around in circles. People forget that the purpose is to define the problem clearly, find a solution that everyone agrees with, and then to take action.
Here are some ideas for a successful problem-solving meeting.
Define the Problem Clearly
It is amazing how often it is that each person in the meeting has a different definition of the problem under discussion. This wastes an enormous amount of time.
Instead, ask, “What exactly is the problem?” Words are important. Clearly define the problem in writing, on paper, or even better, on a flipchart or whiteboard so that everyone can see it and read it clearly.
In medicine, it is said that “accurate diagnosis is half the cure.” It is the same in solving a problem. Accurately diagnosing the problem in the first place can save you 50 percent or more of the time and cost of solving the problem later on.
What Else Is the Problem?
Once you have agreed on a definition, you then ask, “What else is the problem?” Beware of a problem for which there is only one definition. Have we determined the correct problem? Is it really a problem, or is it an opportunity? The more definitions of the problem that you can generate, the more likely it is that you will generate the right definition, which often leads to an obvious and workable solution.
There is the story of the man who “jumped on his horse and rode off in all directions.” This is often an accurate description of a problem-solving meeting where everyone quickly concludes that the first definition of a problem is the correct one. The very worst thing you can do is to ride off in all directions to solve the wrong problem.
Keep Asking
Again and again, we ask the question, “What else is the problem?” You will be amazed at the number of different answers you can generate with this method. This technique is used today at the highest levels of discussion, debate, and problem solving in small and large organizations worldwide.
Once everyone has agreed on a single best definition of the real problem with which you are wrestling, you then ask, “What is the solution?” Sometimes the solution will be simple, clear, and obvious. But whatever the first answer, it is merely a working hypothesis. It is the starting point of developing the correct solution, not the end point.
Beware of a problem for which there is only one solution. Ask the magic question: What else is the solution?
Four Ways to Change
We have found over time that there are only four ways to solve a problem or change a situation:
One: You can do more of certain things. And what should you do more of? You should do more of those things that are working for you and achieving the best and most costeffective results.
Two: You can do less of other things. And what should you be doing less of? You should be doing less of those things that are not getting you the kind of results that you desire.
Three: You can start doing something completely new or different. You can offer new products or services. You can offer new prices or processes. You can use new sales and marketing methods. You can develop new distribution channels or move into different markets.
Starting something new or different is the hardest thing of all. As Machiavelli said, “There is nothing more difficult or dangerous than the initiation of a new order of things. It will be resisted by everyone whose interests are threatened, and only weakly supported by those who might most benefit.”
But it is in starting something new that the major changes and breakthroughs take place in both personal and business life. What should you start doing that you are not doing today?
Four: You can stop doing certain things altogether. Whenever you are wrestling with a problem or difficulty, ask yourself, “Is there anything that we are doing today that, knowing what we now know, we wouldn’t start up again today if we had to do it over?”
Develop Decision Criteria
That is, determine the boundary conditions for the solution. In other words, what does the decision have to accomplish? How much money can be spent? How many people will you require? How much time will it take? When does this problem need to be solved by? Take the time to make these determinations and then compare each possible solution against them.
Quantity Determines Quality
The rule regarding solutions is to aim for quantity versus quality. This is known as the “divergent thinking phase,” where you examine as many alternatives as possible. Avoid the tendency to suggest only one or two ideas and then settle on one. Keep asking, “What else is the solution?”
There seems to be a direct relationship between the quantity of solutions generated and the quality of the solution that you eventually settle on. The more conflict, argument, and disagreement there is in the meeting over what the solution might be, the more likely it is that you will emerge with a higher-quality solution. The less conflict there is, the more likely it is that you will get groupthink, a consensual solution that, in many cases, will be a poor one.
Test Your Decision
Once you have settled on a solution, test it against the boundary conditions that you have discussed. What are your limits and parameters? Which of your solutions fit the decision criteria the best? In this way, you focus on the issues rather than on the people involved. You focus on solutions rather than personalities.
After thorough discussion, you then make the very best decision you possibly can, rather than no decision at all. Make sure that your solution is clear and measurable and that everyone agrees with it. Avoid generalizations.
Once you have defined the problem clearly and settled on the very best decision, all things considered, you must then decide who is going to implement your solution. Assign specific people to carry out all or parts of the solution.
You then set specific deadlines for completion of the agreed-on tasks.
Measure and Monitor
It is important to agree on how the implementation of the decision is to be monitored and controlled. You have probably had the experience where everyone gets together for a problem-solving meeting and, after considerable discussion, solutions are agreed on and the meeting breaks up.
Then, a couple of weeks later, you all come back together again and nothing has happened. Why?
Usually it is because of the four people involved in every group activity: “everybody, somebody, anybody, and nobody.”
“Everybody” agrees on the problem, the solution, the plan of action, and what is to be done. However, you fail to determine the actual “somebody” who is going to be responsible for carrying out the solution. As a result, people conclude that “anybody” can and should do the job, so there is nothing to worry about. But at the end of the day, it turns out that “nobody” has actually taken action and done the job that was agreed on.