Problem Solving-2

Selecting One Or More Alternatives: 

For Action Before actually selecting alternatives for action, it is advisable to identify criteria that the desired solution needs to meet. This can eliminate unnecessary  discussion and help focus the group toward the solution (or solutions) that will most likely work.

At this point it becomes necessary to look for and discuss the advantages and disadvantages of options that appear viable. The task is for the group members to come to a mutual agreement on which solutions to actually put into action. It is desirable for positive comments to be encouraged (and negative comments to be ignored or even discouraged) about any of the solutions. One solution needs to be the best, but none must be labeled as a “bad idea”.

Plan for Implementation: 

This requires looking at the details that must be performed by someone for a solution to be effectively activated. Once the required steps are identified, it means assigning these to someone for action; it also means setting a time for completion.

Not to be forgotten when developing the implementation plan: Who needs to be informed of this action?

Clarify The Contract: 

This is to insure that everyone clearly understands what the agreement is that people will do to implement a solution. It is a summation and restatement of what people have agreed to do and when it is expected they will have it done. It rules out possible misinterpretation of expectations.

The Action Plan: 

The best of plans are only intellectual exercises unless they are transformed into action. This calls for people assigned responsibility for any part of the plan to carry out their assignments according to the agreed upon contract. It is the phase of problem solving that calls for people to do what they have said they would do.

Provide For Evaluation And Accountability: 

After the plan has been implemented and sufficient time has elapsed for it to have an effect, the group should reconvene and discuss evaluation and accountability. Have the agreed upon actions been carried out? Have people done what they said they would do?

If they have not accomplished their assignments, it is possible that they ran into trouble that needs to be considered. Or it may be that they simply need to be reminded or held accountable for not having lived up to their end of the contract.

Once the actions have been completed, it is then necessary to assess their effectiveness. Did the solution work?

If not, can a revision make it work? What actions are necessary to implement changes?

Other Considerations: Keeping adequate records of all steps completed (especially brainstorming) can allow energy expended to be “recycled". Falling back on thinking that was previously done makes it unnecessary to “plough the same ground twice.”

When entering into problem-solving to remember that it is unlikely that the best solution will be found on the first attempt. Good problem-solving can be viewed as working like a guidance system: The awareness of the problem is an indication of being “off course", requiring a correction in direction. The exact form the correction is to take is what problem-solving is aimed at deciding. But once the correction (the implemented solution) is made, it is possible that, after evaluation, it will prove to be erroneous—perhaps even throwing you even more off course than in the beginning.

If this happens, the task then becomes to immediately compute what new course will be effective. Several course corrections may be necessary before getting back on track to where you want to go. Still, once the desired course is attained, careful monitoring is required to avoid drifting off course again unknowingly. Viewing problem-solving in this realistic manner can save a lot of frustration that comes from expecting it to always produce the right answers.