Effective Problem-Solving: How to Understand the Process and by Steven Kneeland

By Steven Kneeland

This article has an easy objective - to maximise the reader's skill to resolve difficulties. It offers a set of insights and concepts, and gives a coherent technique and a realistic approach according to what best performers really do to accomplish effects. company psychologist Steven Kneeland offers step by step versions, encourages artistic considering and covers the issues that make a distinction in tackling difficulties in an more and more advanced and risky enterprise atmosphere.

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Extra resources for Effective Problem-Solving: How to Understand the Process and Practice It Successfully (How to Books (Midpoint))

Sample text

And, if that happens, your second action should be to sit down and figure out why the crisis occurred in the first place and how it can be prevented from occurring again. 2. Treating Symptoms Rather than Causes All too often managers make decisions without having clearly defined the problem they are trying to solve. They take the apparent problem as the problem and then focus quickly on trying to figure out what to do about it. In other words, they skip Step Two - the gathering of relevant facts - and Step Three - the definition of the problem.

Twenty or thirty years ago, perhaps, a manager could get away with pulling in the reins and making all the major decisions. These days, managers seldom know enough about the jobs being done under their jurisdiction to step in and start making decisions about Page 28 day-to-day technical matters. And most of us recognise that stepping in and making decisions about non-technical matters is both a waste of valuable managerial time and a real demotivator for the people under us. Good managers don't do it.

And then, of course, the real question. Will we actually do it? 4. Whose Responsibility is It? Whose problem is it? No - that's not the right way to phrase things. It's our problem. Whose responsibility is it? That's better. Back to crisis management. The urgent problem is the store in Leeds. The underlying problem is the fact that there is a store in Leeds costing you £££s every day of the week. It's eating away at your time. And, most crucially, it's preventing you from playing the sort of strategic planning cum business management role which your boss says that you should be playing in relation to this important national account.

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