Let’s explore the first phase of the three-phase problem-solving model: Problem Identification. This phase is crucial as it lays the foundation for effective solutions. The focus here is solely on understanding and defining the problem, without jumping to solutions.

Perception

In this initial stage, you ask key questions to determine whether a problem exists and where it lies. This involves a process of observation, exploration, and initial understanding. Consider the symptoms: Are there unusual noises in the engine? Is an employee displaying signs of dissatisfaction? Has there been a noticeable drop in productivity? Your goal is to identify what the problem might be.

The objectives of this phase include:

• Surfacing the Issue: Bringing the problem to light.
• Legitimizing Discussion: Making it acceptable to openly discuss the issue.
• Encouraging Diverse Perspectives: Allowing different viewpoints to be expressed.
• Avoiding Perception Conflicts: Preventing disagreements based on differing perceptions.
• Gaining Consensus: Securing group agreement to address the problem collectively.

Key steps in the Perception phase:

• Legitimize the Problem: Ensure it’s recognized as a valid issue worth discussing.
• Ask Key Questions: How does the problem feel? What might the real problem be?
• Identify Scenarios: Consider the best, worst, and most likely outcomes.
• Determine Ownership: Identify whose problem it is to solve.

Definition

In this phase, you move from a broad understanding to a more specific articulation of the problem. The goal is to clearly define the problem by framing it as a question, which helps narrow down its scope and nature.

Key steps in the Definition phase:

• State the Problem: Identify what the problem is in clear terms.
• Clarify What Isn’t the Problem: Distinguish between the core issue and related but separate concerns.

By thoroughly working through these steps, you ensure that you have a clear and shared understanding of the problem, which sets the stage for developing effective solutions in the next phases.

Analysis

 In the Analysis phase, you take the general understanding of the problem you’ve identified and delve deeper into its specifics using various analytical tools. The aim is to thoroughly dissect the problem, revealing its root causes and underlying factors.

Key Steps in the Analysis Phase:

1. Ask Basic Questions:
   • Who: Who is affected by the problem? Who is involved in causing or solving it?
   • What: What exactly is the problem? What are the symptoms and effects?
   • Where: Where is the problem occurring? Is it localized or widespread?
   • When: When did the problem start? Is it a recurring issue or a new one?
   • Why: Why is this problem happening? What are the possible causes?
   • How: How does the problem manifest? How is it impacting the organization or individuals?
2. Break the Problem Down into Smaller Pieces:
   • Once you’ve identified the problem, decompose it into smaller, manageable components. For instance, if the problem is a decline in revenue, consider breaking it down into potential areas of concern:
     • Manufacturing: Are production costs too high? Is there inefficiency in the process?
     • Shipping: Are there delays in deliveries? Is there damage during transit?
     • Sales: Is there a drop in customer orders? Are there issues with pricing or marketing?
3. Use Force Field Analysis:
   • Force Field Analysis is a method that helps visualize the forces driving the problem and those opposing its resolution. To perform a Force Field Analysis:
     • Draw a Line: On a sheet of paper, draw a horizontal line down the center.
     • List Driving Forces: On one side of the line, list the factors that are pushing towards solving the problem.
     • List Restraining Forces: On the other side, list the factors that are preventing the problem from being resolved.
   • Example Force Field for Revenue Decline:
     • Driving Forces:
       • Strong customer loyalty
       • High-quality product
       • Recent marketing campaign
     • Restraining Forces:
       • Economic downturn
       • Increased competition
       • Supply chain disruptions

By systematically analysing the problem through these steps, you gain a clearer, more detailed understanding of its nature. This, in turn, equips you with the knowledge needed to develop targeted, effective solutions in the subsequent phases of problem-solving.

Move from generalizations to specific examples as a way of testing what the problem is or is not. For example, you could say, “Our company has really been doing poorly all year.” We could further identify how the company has been doing poorly; let’s say that the production department in particular has been less efficient, costing the company money. Then, we can look at what aspect in particular is doing poorly.

Ask the expert. Find a person who has dealt with this sort of issue before.