One of the most important qualities in any organization is the ability to solve its own problems. Organizations that cannot solve their own problems are in trouble. It won’t take long before they become overwhelmed as one unsolved problem begins to affect another. At that point the issues become systemic, and the only solution is to fix everything at the same time together. That’s a task that is more complex and overwhelming than most organizations can pull off.
Problem solving is both a process and a procedure. The process includes the very messy non-rational dynamics that happen when people work together. These process issues include the nature of communication processes in the organization, the level of functioning of its leaders (those designated and those who are leaders of influence), the working culture, and the corporate values that the members of the organization commit to, or not. Giving attention to group problem-solving processes is critical because rarely are complex organizational problems able to be solved by one person.
When attempting to solve problems with a task group pay attention to group dynamics. Nine persons on a problem-solving group or task force is the maximum number for effectiveness. Any larger and the group will get bogged down. There is no one procedure for solving problems, but here is one procedural example:
- Identify the problem. This is not as easy as it may sound. Organizations are notorious for trying to solve the wrong problem.
- Gather information. One mistake is to over-focus on “data†to the exclusion of formative information, like opinions, perceptions, histories, and cultural narratives.
- Clarify the problem and define the issue the group will deal with. The narrower and more specific the scope the more efficient we can be. Avoid trying to address issues that are outside the scope of the nature of the problem.
- Determine decision-making process (vote, consensus, delegation)
- Explore alternative solutions (brainstorm, listen)
- Evaluate best possible alternative solutions and anticipate outcomes
- Decide on the solution approach. Be sure the solution actually addresses the problem.
- Assign roles and responsibilities. Build in a process for supervision and accountability.
- Determine deadline for actions
- Summarize problem, decision, and actions
- Provide for feedback and evaluation of actions.
Selected from A Christian Educator’s Book of Lists by Israel Galindo (Macon, GA: Smyth & Helwys, ) You can order the book from the publisher, or from Amazon.com.
