Every job requires a certain amount of problem solving. Figuring out what a customer or colleague needs and coming up with a solution that keeps the transaction or project moving forward is the primary objective of many positions.
For managers, understanding common approaches to problem solving may provide insights into the best ways to address mistakes or accomplish team goals. When faced with a problem, most people tend to favor one of these three approaches:
- Avoidance: Ignoring that the problem exists or hoping that it will resolve itself
- Solve when necessary: Dealing with issues as they become urgent (the “putting out fires” approach)
- Proactive: Anticipating potential problems and addressing them before they occur
Sometimes, a person’s problem-solving approach can be adjusted through coaching and feedback. For instance, a person who prefers to avoid problems may, with experience, become adept at anticipating them. Someone whose instinct is to anticipate problems may become skilled at “putting out fires” if shifting priorities necessitate that approach. Providing clear expectations will help team members adapt to organizational needs.
In addition, there are two common styles for thinking through problems, both of which have value in the workplace. These are:
- Systematic: Systematic thinkers take a logical, rational approach. They may prefer to break a problem into smaller chunks and work through each one methodically.
- Intuitive: Intuitive thinkers approach problems from a holistic perspective. Their thought processes are sometimes non-linear and may be confusing to those who prefer a more concrete approach. An intuitive thinker may need to “sleep on it” before providing recommendations.
Recognizing how individual team members react to problems can help you leverage their skills and talents when a workplace challenge arises. In addition, the following steps may be helpful:
- Maintain objectivity. Focus on fixing the problem, not assigning blame. If an employee has made a mistake, schedule a private meeting to review procedures and address performance issues.
- Take action. If a short-term fix is available, provide guidance and support to those with the know-how to implement it. In some instances, a temporary workaround may be required until larger issues can be addressed.
- Identify causes. Some problems, especially recurring ones, may be due to systemic issues. Others may reveal a previously unanticipated concern that should be factored into future planning. Evaluate if the issue is external to your team (such as needing a new piece of equipment) or if it is the result of internal dynamics, such as poor communication.
- Generate ideas. Once the immediate crisis has passed, gather your full team or a small group of stakeholders to discuss a long-term solution (include both systematic and intuitive thinkers in this mix). Keep the focus on “falling forward” and making improvements that benefit your team’s efficiency and workflow.
- Deploy resources. Once you have determined what steps will best address the problem, determine who will be responsible for implementing any changes. It may be helpful to create a small task force that includes people from different disciplines.
- Follow up. Schedule regular status report meetings or more informal check-ins to monitor progress. Remember to celebrate successes, such as reaching specific milestones.
