The three of them piled out of the taxi and ran through the rain across the plaza, past the Jersey barriers, to the revolving doors. Hal and Sam let Julie go inside first. Then, highly motivated by the now-pelting rain, Hal and Sam crammed themselves into the next chamber of the doors, and exploded out into the lobby, not quite drenched.
"Used to be a canopy here," said Hal. "They took it out when they put in the Jersey barriers. Must be a security thing."
Sam was wet and fuming: "There has to be a drier way to increase security."
Sam might be right. It's likely that when the security staff addressed the problem of enhancing security, they gave relatively more importance to security considerations than to the inconvenience of building users in inclement weather. They defined the problem they were solving, and (perhaps) failed to account for the problems their solution generated for some stakeholders.
It's a common pattern. Here are some guidelines for defining and solving problems.
- Definition and solution are in a dance
- Definition and solution aren't sequential — they dance together. Progress on solutions can expose unanticipated issues. Even partial solutions can produce discoveries that can actually change what people perceive to be the problem.
- Solution and stakeholders are in a dance
- Any solution can create new problems and/or new stakeholders. Anticipate who these new people might be, and work with them now, despite the added cost. Early involvement is preferable, because involvement after deployment of the solution might be even more expensive.
- Stakeholders and definition are in a dance
- Partial solutions expose new Exploring any one of
Definition, Solution, and
Stakeholders can reveal
new elements of
the other twostakeholders with new insights and perceptions, and they can change the problem definition. This link completes a cycle involving Definition, Solution, and Stakeholders. Their dance can be confusing, but it's more confusing to believe that you have a definition and a solution when you don't. Keep going around the loop until things stabilize.
- Rarely is there a "best" way
- Most of the problems we deal with have no "best" solution. Yet, we spend much of our energy searching for the best solution, even when nobody actually told us to find the best solution. And even if a best solution does exist, the cost of finding it (and proving that we've done so) can be prohibitive. Good enough usually is.
- Optimality requires a metric
- If you're expected to find the "best" solution, be certain that you have a well-defined metric that provides unambiguous comparisons. Without one, "best" has no concrete meaning, and you actually have two problems instead of one. You have to find both a metric and a solution.
Applying these guidelines involves not only the problem you're trying to solve, but also addressing problems in your problem solving process. Beware: tackling both at once can be tricky. Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenrUbjptxIUIdigZNtner@ChacPTKRfkWsMHlgGVdKoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Films Not About Project Teams: I
- Here's part one of a list of films and videos about project teams that weren't necessarily meant to
be about project teams. Most are available to borrow from the public library, and all are great fun.
- Risk Management Risk: II
- Risk Management Risk is the risk that a particular risk management plan is deficient. Here are some
guidelines for reducing risk management risk arising from risk interactions and change.
- Clueless on the Concept
- When a team member seems not to understand something basic and important, setting him or her straight
risks embarrassment and humiliation. It's even worse when the person attempting the "straightening"
is wrong, too. How can we deal with people we believe are clueless on the concept?
- Solutions as Found Art
- Examining the most innovative solutions we've developed for difficult problems, we often find that they
aren't purely new. Many contain pieces of familiar ideas and techniques combined together in new ways.
Accepting this as a starting point can change our approach to problem solving.
- Wacky Words of Wisdom: V
- Adages, aphorisms, and "words of wisdom" are true often enough that we accept them as universal.
They aren't. Here's Part V of some widely held beliefs that mislead us at work.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbreneRGkoWluMtDIJhNqner@ChacRVlgYzTAOYcJcstloCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.