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|Friday, May 03, 2013|
BY TOM COX | BUSINESS TIPS CONTRIBUTOR
Paula and her boss Sue were driving each other nuts. (As their coach I got to see it up close.)
Paula needed to hire more staff. Her “reasonable” proposal got “shot down” by Sue, who sent it back with a 500-word email containing 9 different questions.
“I look at her email,” Paula told me, “and I feel exhausted.”
Sue later tells me, “Paula hasn’t thought it through. Her proposal doesn’t solve our problem and it creates new ones.”
I ask them each if there’s a larger pattern here.
Oh, yes there is.
Sue, the detail-oriented boss, keeps getting “incomplete” ideas and proposals — from all of her staff. ”It’s like I have to do the thinking for them.”
Paula, the mid level manager, feels ‘pecked to death.’ She asks, “Where are all these criteria coming from? Every answer seems to generate more questions. It’s like Sue has some secret answer she really wants from me, so she’ll nitpick every other answer that isn’t the one she wants.”
What’s happening is, Sue isn’t delegating effectively, and Paula isn’t presenting solutions effectively.
I recommended they adopt a shared problem-solving framework. Good managers do this.
The Stages of Solving a Problem
I don’t know of any perfect method for solving every problem. However a shared “problem solving process” would at least avoid the friction between Sue (who’s still at Step 2) and Paula (who thinks she’s at Step 5).
Having a shared process means neither of you is racing ahead of the other and being dragged backward. Here are the steps I recommend:
Here’s how to do each.
Hint: every step involves creating some sort of output you can show your boss. So, if you’re a manager, use this process to delegate problem-solving — it keeps you in the loop while letting others do more of the work.
1. Bad Problem Statement
Write a badly defined problem statement (i.e. “We dislike undesirable condition C. How do we fix it?”)
Example: ”We don’t like the coffee.”
What makes it bad: it’s just a complaint. There’s often no clue what would work, only a partial identification of what doesn’t work. Can sound like whining. Usually omits boundary conditions. Why is this a good first step? Because anybody can do it. Most problems show up looking like this.
2. Good Problem Statement
A well-defined problem statement (i.e. “How can we best achieve desired state X, given constraints W, Q, and Z?”)
Manager hint: ask the complainer to follow this process and bring you a restated problem for Step 2 — and give them an out: “if this is too much trouble, maybe the problem isn’t a real problem.”
Example: “How can we get coffee that most people mostly like, while staying within budget, and without spending a lot of time on it?”
What makes it good: you’re stating the “positive opposite” of what you don’t like. You’re also acknowledging the constraints.
3. A Plan to Generate Solutions
A plan for coming up with answers that involves appropriate stakeholders.
Example: “As problem owner, I plan to involve Joe the coffee complainer, Fred the coffee buyer, Alice the budget person, and Jim-Bob the process guru. We’re going to figure out a way to empower complainers to fix things that need fixing in ‘ways that work’. I’ll ask the four of them to help me build some possible answers.”
The trick here is to keep the process short and sweet. You don’t need to turn everything into a new committee.
(Advanced tip: by now this issue should have an “owner” who is responsible for seeing it through to completion.)
4. One Solution
One answer and some remaining questions
Example: “We propose empowering coffee drinkers to set up their own system for obtaining coffee. They’ll be a self directed team, with the same coffee budget as today, and they’ll have to report to Alice. Anybody who complains about the coffee gets the option to join. Open questions — Do we know how to create a self directed team? Will they stay on budget? Will their solutions be accepted by others? Is this more trouble than it’s worth?”
Test: does my one solution fit the model, and meet the constraints, from step 2? If not, go back; if so, it’s OK to move forward.
5. Three Solutions and a Recommendation
Three possible answers and a recommendation
If the issue is significant, create a Decision Brief at this point — a matrix of options and criteria. (The Manager-Tools podcast on Decision Briefs is excellent.)
6. Agreed Solution and a Plan
An agreed-upon answer and an implementation plan
Example: We select #1. Anybody who wants to join the coffee buying rotation may do so. Anyone who wants to drop out, can. Anybody who complains about the coffee after being informed of the buying process, is automatically added to the coffee buying rotation. If you have the energy to complain, you have the energy to go fix it. The coffee budget is unchanged. Expenditures will be reimbursed, with receipt, up to the stated budget; overages are the responsibility of the buyers.
Furthermore, we will add to our culture statement “if you care enough to complain, you must care enough to help fix it. If not, stop whining.”
Why This Works
Most of your people really do want to fix problems. It’s your job as a manager to give them a way forward. These six steps will keep them in sync with you, will let you check in appropriately, and will give them freedom to be creative and innovative in solving the problem while staying “in bounds.”
When Paula and Sue got together on this, they realized they were just at different steps.
Sue invited Paula to interview her to collect the criteria for Step 2. That gives Paula the confidence that her steps 3 and 4 will be in the right ballpark, and her work won’t be wasted or “pecked to death” the way they would be if she didn’t know what criteria Sue was going to use.
(Get a formatted PDF worksheet for this process – click here.)
Tom Cox is a Portland area consultant and executive coach. He helps leaders exceed their business aspirations.
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Thursday, December 11, 2014
There’s a fascinating article in the December issue of the Harvard Business Review about a profound power shift taking place in business and society. It’s a long read, but the gist revolves around the tension between “old power” and “new power” as a driver of transformation. Here’s an excerpt:
The authors, Henry Timms and Jeremy Heimans, don’t necessarily favor one form of power over another but merely outline how power is transitioning, and how companies can take advantage of these changes to strengthen their positions in the marketplace.
Our Powerbook issue might be viewed as a case study in the new-power transition. This annual book of lists provides information on leading businesses, nonprofits and universities in the state. Most of the featured companies are entrenched power players now pursuing more flexible and less hierarchical approaches to doing business. Law firms, for example, are adopting new technologies and fee structures to make legal services more accessible and affordable.
This month we also take a look at a controversial new U.S. Securities and Exchange Commission rule requiring public companies to disclose the median pay of workers, as well as the ratio between CEO and median-worker pay.
Part of the 2010 Dodd-Frank financial reform law, the rule will compel public companies to be more open about employee compensation, with the assumption that greater transparency will improve corporate performance and, perhaps, help address one of the major challenges of our time: income inequality.
New power is not only about strategy and tactics, the Harvard Business Review authors say. “The ultimate questions are ethical. The big question is whether new power can genuinely serve the common good and confront society’s most intractable problems.”
That sounds like a call to arms. Or a New Year’s resolution. Old power or new, the goals are the same: to be a force for positive change in the world. Happy 2015!
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A market for low-carbon transportation fuels has a chance to flourish in Oregon if regulators adopt the second phase of the state’s Clean Fuels Program.
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