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Problem Solving: How do leaders identify problems?

Apr 11, 2010
Problem Solving

Call AAA.  No, I am not referring to The American Automobile Association, although they help when flat tires are the problem.  In this case AAA stands for awareness, acknowledge, and acceptance.  Awareness that something isn’t right is the first step for the leader.  Leaders must then acknowledge, and accept there is a problem.  Just how do leaders accomplish this?

1. Identify the real problem. When rounding with frontline staff ask them to list their top 3 to 5 issues and intently listen to them.  Taking time to closely examine your key indicator results that are not meeting the goal is another way to identify problems. 

2. Identify and engage passionate leaders. Find leaders who have a “will do” attitude and are good humored but relentless about getting results.  Give them your support and let them fly!

3. Clarify expectations. From how often the team meets to exactly what is going to be accomplished, clearly communicate what needs to be accomplished.  Click here to read Organizational Results:  Clarify Behavioral Expectations.

4. Identify key contributions to the problem. Use data and facts rather than feelings and emotions to solve the problem.  It is much easier to explain and defend.

5.  Identify flawed processes. Identify the process involved and ask a few of the most knowledgeable frontline staff to meet with the team to document each of the key steps.  Be sure to document what really happens, as opposed what should happen.  Click here to read Organizational Results: Demand Process Improvement.

6. Acknowledge and accept human errors. People make mistakes.   No matter how good the intentions or redundant the process, mistakes happen.  That is a fact.  The key is to make mistakes rare and harmless.

How do you identify problems?

6 Comments
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6 Comments

  1. Vicki Noel  •  Apr 11, 2010 @8:17 pm

    Awareness is INDEED the first step. Using all of the data and feedback at my disposal (patient, employee, and/or physician feedback, process performance data, etc.) is key to making sure I am aware of the real problem, and not just my own issues or preferences. How do others of you make sure you are identifying the REAL problem?

  2. Kendall L. Stewart  •  Apr 11, 2010 @9:22 pm

    Vicki, merely questioning whether you have identified the real problem is a great first step.
    A high level of emotional arousal suggests you might not have discovered the real problem yet.
    A group of dispassionate stakeholders can usually discover the real problem is fairly short order.

  3. Wendi  •  Apr 12, 2010 @9:38 am

    Emotions do get in the way. Leaders must find a way to search those emotions and dissect reality from emotion. One method that I have found productive is to write the scenario down sticking to only the facts. This perspective allows quiet time to reflect on the situation and the product assists me in making a decision to move forward.

    Secondly, how true it is that we must acknowledge and accept human errors. I have learned more from my mistakes than my triumphs. These human errors are part of growing and maturing into the leader that we aspire to be.

  4. Shawn K. Jordan  •  Apr 12, 2010 @9:50 am

    Awareness isn’t always highly visible. Being proactive and seeking feedback from other leaders on a regular basis does heighten that visibility and allow you the opportunity to pave the road to acknowledgment. I sometimes think I am on the right path, but making sure I consult other leaders and seek their input allows me to make appropriate identification of situations.

  5. Leeann Sammons  •  Apr 12, 2010 @9:01 pm

    Wendi, I agree that creating and space and time to reflect is very important and allows the emotions to dissipate. Things usually look very different 24 to 48 hours later don’t they?

  6. Leeann Sammons  •  Apr 12, 2010 @9:18 pm

    Shawn, our colleagues perspectives are valuable. Knowing which feedback should be acted on and then actually acting is key.

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