| We go to meetings to share information,
| |
| | problem. At least as important as these
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| to report on project status, to make
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| | reasons, a good problem statement keeps
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| decisions, to get the free lunch, and
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| | us from assuming a solution, before we
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| because we were invited. (Sorry that I
| |
| | even state the problem.In academic
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| digressed). This is only a partial list -
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| | circles, problem statements are often
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| there are many other valid reasons for
| |
| | long (one or more pages), detailed
|
| holding meetings.Perhaps the most common
| |
| | (complete with lots of data and
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| and best reason for a meeting though is
| |
| | statistics) narratives. This is not what
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| to solve a problem. A meeting is a great
| |
| | we need in a meeting. What we need is a
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| place to do this - you get a variety of
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| | short one or two sentence description
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| people with a variety of experiences,
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| | of- what the problem is- who it
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| knowledge and perspectives together to
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| | affects- when is it a problem- where it
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| ensure that the best possible solution is
| |
| | is a problemYour problem statement should
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| identified and that all of the important
| |
| | not answer the "why?" question - as your
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| considerations have been taken into
| |
| | problem solving process should lead you
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| account.The problem is, that while the
| |
| | to a clear understanding of "why?"
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| venue and the people might be correct,
| |
| | Remember the goal is to define the
|
| often the process is flawed. It is
| |
| | problem so that everyone agrees to the
|
| flawed because one question hasn't
| |
| | problem and its scope.Some ExamplesWhile
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| clearly been asked and answered.The
| |
| | the format may vary, here are a couple of
|
| Typical SituationHave you ever been in a
| |
| | example problem statements to help you
|
| meeting where 20 minutes (or an hour or
| |
| | get started:- We (our team) don't have
|
| more) into the discussion of the problem,
| |
| | timely data to determine when to make the
|
| people start to realize that they aren't
| |
| | switch from "X' to "Y".- Our turnaround
|
| all working on exactly the same problem,
| |
| | time at the Madison facility is currently
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| or are already assuming certain
| |
| | two weeks, which puts us at a competitive
|
| solutions? Most people I have asked this
| |
| | disadvantage compared to our
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| question of over the years have nodded in
| |
| | competitors.- Our enrollments for the
|
| the affirmative. It is that this moment
| |
| | summer program are 20% behind last year
|
| that a meeting must stop - and
| |
| | and 30% behind projections.The final
|
| clarification must begin.It is also in
| |
| | format of this statement matters less
|
| these moments where frustration builds,
| |
| | than making sure that it answers the
|
| rework begins, and meetings get a bad
| |
| | questions above. Sometimes people state
|
| reputation.The solution to this situation
| |
| | the new desired result in the problem
|
| is to ask and answer the one question.The
| |
| | statement as well (e.g. "currently the
|
| Problem Solving QuestionThat question is:
| |
| | process takes four days and the desired
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| "What is the problem?"It seems so
| |
| | time is two days"). This can be a
|
| simple. I mean, why would anyone ever
| |
| | valuable addition if this end goal is
|
| start problem solving without truly
| |
| | already known. Often at this stage we
|
| knowing what the problem is? People
| |
| | don't have enough information to know
|
| don't do it on purpose, of course, they
| |
| | just how much improvement we can
|
| do it because:- The problem is clear in
| |
| | achieve.A problem well stated is a
|
| their mind (or at least they think
| |
| | problem half solved. By taking the time
|
| so).- They assume everyone knows the
| |
| | needed to gain agreement on a clear
|
| problem exists.- They assume everyone
| |
| | definition of your problem before
|
| agrees that it is, in fact, a
| |
| | starting the problem solving process, you
|
| problem.Unfortunately these reasons
| |
| | truly have reduced the total time for
|
| prevail too often.So, what is the
| |
| | your problem solving efforts drastically.
|
| problem?Getting a group agreement and
| |
| | This effort and discipline will improve
|
| understanding of the problem is one of
| |
| | your results noticeably, and
|
| best things you can do to improve the
| |
| | immediately.Kevin Eikenberry is a
|
| speed and effectiveness of group problem
| |
| | leadership expert and the Chief Potential
|
| solving. But how do you do it?The
| |
| | Officer of The Kevin Eikenberry Group ( a
|
| Problem StatementYou do it with a clear
| |
| | learning consulting company. To receive
|
| concise, well written problem statement.A
| |
| | a free Special Report on leadership that
|
| problem statement succinctly defines what
| |
| | includes resources, ideas, and advice go
|
| the problem is. It is written to produce
| |
| | to or call us at (317) 387-1424 or
|
| clarity of thought and to reduce the
| |
| | 888.LEARNER.
|
| assumptions people make regarding the
| |
| |
|
