For over 30 years, MMi has helped organizations solve problems and remove hurdles to organizational, team and individual performance. During this time we have developed a problem-solving philosophy that has guided our work and has helped management deal with the issues of "things going wrong."
Therefore, we at MMi believe that…
1. Excellent companies have a positive approach to problems.
These companies recognize that every problem is an opportunity to improve and a valuable way to learn. Although the impact of problems always needs to be minimized, excellent companies see "problems" as positive and strive to surface the issues rather than bury them. People in Problem Solving companies look at projects, processes, people, customers, etc., that are not performing appropriately and ask, "What went wrong? Why did it happen? What can we do about it today? How can we prevent it from happening in the future?"
2. Problems are best solved early in their existence.
The longer a problem continues, the more people tend to adjust to it. They find ways of working around the problem, and eventually see it as a way of doing business. The cause of the problem doesn't go away. It remains hidden, becoming more complex and increasingly more resistant to change.
3. Problems are normal.
Life is not perfect. Problems exist in every part of an organization. Those managers that fear problems, punish mistakes, or deny that problems exist tend to be adverse to risk. These managers jeopardize performance outcomes of their organization or team. Problems should be viewed as opportunities to make things better.
4. Effective problem-solvers are hard on problems-soft on people.
The manager or team leader should focus on solving the problem, not blaming those who created it. Effective mangers and leaders support their people, allow moderate risk-taking and work hard at early detection so that they can mobilize the team to address the deviation. Weaker leaders tend to be tough on their people and more complacent about problems. This limits the potential of the team and of individuals.
5. Problems are best addressed by teams.
Research has proved dramatically that a collaborative team effort, rather than individuals working on their own, is more effective at solving problems and making decisions. A team, no matter its level of effectiveness, will have better ideas, and more of them, than an individual person. The fact is, "group think" will stimulate more creative ideas.
6. Effective problem-solvers take responsibility for their own actions and problems.
Effective problem-solvers have a strong sense of accountability and ownership. They accept responsibility for their actions and strive to take positive action to find solutions. Poor performers and teams blame "others" for their problems.
7. Effective problem-solvers anticipate potential future problems.
Effective managers and team leaders understand that every action has potential beneficial outcomes and also potential negative consequences. Before implementing a solution or change, problem-solvers must invest time in anticipating the potential negative impact of their actions when planning. Therefore, problem-solvers urge their team and staff members to anticipant the potential problems that could occur, their "probability" of occurring and their "impact" if the worst case happens.