In our careers, we strive to be promoted based on our abilities to solve large business problems. In order to obtain enough experience in solving large problems, it is necessary to gain experience in solving smaller ones. Some people are naturals at planning steps to solve business issues. Others wish they had that natural ability. What appears to be natural ability is just a rehearsed method of breaking the problem down into smaller steps.
Large problems are really groups of smaller issues. When the smaller issues are broken down into sequential steps, an action plan can be created from them. It is similar to shifting into the lowest gear on a bicycle going up a steep hill. Many times, larger problems are not broken down into small enough steps to solve them. Sometimes, problem resolution is stalled because there is a lack of expertise or technology. However, the lack of expertise or technology can also become a step to resolve along the way in solving the overall problem.
The use of an outline forms the base structure in determining what steps are necessary to achieve the project or solve the problem. A simple method of creating an outline is to use sticky notes on a large surface so that as steps are identified, they can be grouped into sub headings (responsible departments, task group, or function). This allows ideas to flow freely without being too detailed until major components of the problem are identified. Then, each of those major components can be broken down into steps for resolving them. When all of the steps are identified, a plan can be typed up. From there, an estimated time to complete each step is attached to the steps as well as who is responsible for completing the step.
When expertise or technology is not known, incorporate that as a “mini issue” to resolve in the overall problem. Break it down into steps to obtain the expertise or technology. Identify external sources like collaborating with a business colleague or educational institution. Not all expertise or technology has to be purchased, especially when budgets are tight.
It is important to be able to measure results as well as being able to quantify the problem itself. It is more difficult for people to dispute numbers than it is for them to dispute opinions. When discussing labor, use an average dollar per hour wage and quantify the labor time into dollars. When discussing cost reductions, quantify the reduction in terms of dollars saved per month and year. When discussing the cost of choosing one alternative over another, put both alternatives in terms of dollars per year. By quantifying the problem and the solutions, it can be readily seen whether the problem is worth the resources required to resolve it.
The larger the problem, the more steps it will take to solve it. Practicing solving smaller problems will lead to more confidence and prepare the way to solve even larger problems.
Helen Ewing is a Business & Personal Coach with over 20 years Manufacturing Industry experience in the Materials Management arena. I provide successful methods that solve problems in less time, with less money and with less effort through Coaching for Businesses and Professionals. I invite you for a visit at, http://1ewingroup.com Article Source:http://www.articlesbase.com/small-business-articles/simple-problem-solving-1602973.html
