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    Problem Solving Master: Frame Problems Systematically and Solve Problem Creatively
    Problem Solving Master: Frame Problems Systematically and Solve Problem Creatively
    Problem Solving Master: Frame Problems Systematically and Solve Problem Creatively
    Ebook197 pages3 hours

    Problem Solving Master: Frame Problems Systematically and Solve Problem Creatively

    By Pearl Zhu

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    About this ebook

    Fundamentally, every work is to deal with problems large or small both from long-term perspectives and on the daily basis.

    The purpose of “Problem-Solving Master - Frame Problems Systematically and Solve Problems Creatively“ is to throw some light on how to understand, frame, and solve today’s multilayer, interdependent, and over-complex business problems effortlessly. Digital leaders and professionals should self-aware of their role in problems, show professional maturity, and develop a good reputation as the problem-solver. Problem-Solving Masters are those individuals or organizations who are equipped with digital mindsets, accumulate sufficient and updated information and knowledge, build the unique set of skills and capabilities, develop their own customized problem-solving methodologies and practices, avoid roadblocks and pitfalls wisely, and master how to frame problems (especially macro-problems) systematically and solve problems (especially strategic problems) creatively.
    LanguageEnglish
    PublisherLulu.com
    Release dateJan 29, 2018
    ISBN9781387553631
    Problem Solving Master: Frame Problems Systematically and Solve Problem Creatively

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      Nah its too generic as if it was created by AI and many sentences seem to be copied from one chapter to the other, for me not a win

    Book preview

    Problem Solving Master - Pearl Zhu

    Problem Solving Master: Frame Problems Systematically and Solve Problem Creatively

    Problem Solving Master

    Frame Problems Systematically and Solve Problems Creatively

    Pearl Zhu

    Copyright @2018 Pearl Zhu

    All rights reserved. No part of this book may be reproduced, stored, or transmitted by any means –whether auditory, graphic, mechanical, or electronic –without written permission of both publisher and author, except in the case of brief excerpts used in critical articles and reviews. Unauthorized reproduction of any part of this work is illegal and is punished by law.

    ISBN: 978-1-387-55363-1

    Introduction

    We all develop reputations for being problem creators, problem definers, or problem solvers.

    Figure 1 Problem-Solving Master Introduction

    Fundamentally, every work is to deal with problems large or small both from long-term perspectives and on the daily basis. The business or societal progress is made via a healthy cycle of problem framing and problem-solving continuum. There are macro-problems and micro-problems; strategic problems and tactical problems. If every problem is like a jigsaw puzzle, can you envision the big picture and diagnose the real problem? Can you collect all important pieces of information in order to solve the problem? Does every problem have solutions? What is the best way to handle a problem? How can you tailor the best solution to the real problem? Often time, people intend to solve the problem, but they could become part of the problem if lack of the right problem-solving mentality, attitude, capability, and methodology to solve it.

    The purpose of "Problem-Solving Master - Frame Problems Systematically and Solve Problems Creatively" is to throw some light on how to understand, frame, and solve today’s multilayer, interdependent, and over-complex business problems effortlessly. Digital leaders and professionals should self-aware of their role in problems, show professional maturity, and develop a good reputation as the problem-solver. Problem-Solving Masters are those individuals or organizations who are equipped with digital mindsets, accumulate sufficient and updated information and knowledge, build the unique set of skills and capabilities, develop their own customized problem-solving methodologies and practices, avoid roadblocks and pitfalls wisely, and master how to frame problems (especially macro-problems) systematically and solve problems (especially strategic problems) creatively.

    Figure 2 Problem-Solving Master Chapters Introduction

    Chapter 1 Problem-Solving Masters: Problem-solving is about seeing a problem and actually finding a solution to that problem, not just the band-aid approach to fix the symptom. No one person or entity is always the source of problems. Likewise, no one person will be the panacea to all problems, but with teamwork, amicable solutions can be achieved. Today’s digital leaders and professionals should become problem-solving masters who can frame the right problems and solve them effortlessly.

    Chapter 2 Problem-Solving Methodologies and Practices: Running the business is fundamentally an iterative problem-solving continuum. The business management should determine why problems happened, how problems escalated, which areas of the organization were affected, and when the problems started. You need a more holistic approach to complex problem-solving, and create a framework within which the journey between the defined problem and the proposed solution is clearly articulated with logical steps, assumptions, facts vs. opinions, symptoms vs. root cause etc., for both defining the right problems and solving them effectively.

    Chapter 3 Creative Problem-Solving: Creativity is the ability to solve, or attempt to fix problems. It is a mental process which results in an action that tests a possible solution. Things either work or they do not. That action is creativity which allows innovators to stand out and above the rest for solving problems creatively and maximizing commercial value to the company.

    Chapter 4 Leverage Systems Thinking in Problem-Solving: Systems Thinking is the way of thinking to understand the interconnections and interdependencies between parts. It’s important to leverage Systems Thinking in understanding the problem holistically, to see the trees without missing the forest. It’s important to apply Systems Thinking in framing the right questions before answering them, and it’s also important to leverage a good set of Systems Thinking tools to propose solutions.

    Chapter 5 Problem-Solving Pitfalls: Things are complex, people are complex, businesses are complex, and the world as a whole is complex as well. Particularly when you look at a situation and wonder how on earth things could have evolved in such a way, this is the clue that you should first seek to understand the complex problems before jumping into the scenario on how to fix them. When pioneering and solving problems, initial solutions are often more complex than required, and then adoption and progress come with simplification. It is important to spend time on pondering what are potential pitfalls on the way to both define the correct problem and solve it effectively. Otherwise, even though you have a good intention to solve problems, perhaps just fix the symptom, and cause more serious problems later on.

    We all develop reputations for being problem creators, problem definers, or problem solvers. To close the problem-solving capability gap, it is important to keep sharpening our problem-solving skills, always dig underneath the surface, and build a good reputation as an insightful problem-framer or a capable problem-solver. Here are five principles to guide problem-solving.

    Figure 3 Five principles to guide problem-solving

    ●       There is an importance of introspection to assess the part you played in the problem: No one person or entity is always the source of problems, likewise, no one person will be the panacea to all problems. Thus, it is important to develop the willingness to take ownership; otherwise, it could lead to a defensive mindset and result in failing to identify the role in problem-solving. Complex problem-solving requires both multidimensional intelligence and emotional excellence. It is easy to observe how other people become emotionally charged and reactive to problems/challenges; it's even easier for us to become ignited/emotionally charged and reactive towards problems/challenges. Understand when you’re upset or angry, you’re not effectively listening, which requires some emotional intelligence to be able to recognize when you’re in such a situation. Change starts with yourself. When you can put yourselves in a self-awareness position of experiencing/ seeing/ hearing all sides of a problem/challenge, it actually helps you observe deeper and lead to more humility in seeing the reality in its true form. Listen to what others are saying and get others talking about what’s going on. Ask for others’ feedback on what they believe the problem to be but also be prepared to hear something you might not like or agree with. It is also critical to leverage lessons learned. Learn from the past problems and challenges along with encouraging others to learn from the problems that have happened, and believe that problems are the opportunity to show others you're a good problem-solver.

    ●       Problem-solving is about seeing a problem and actually discovering a real solution to that problem, not just the band-aid approach to fixing the symptom: It's worthwhile considering why things are the way they are for, in doing so, you are challenging automatic assumptions that something needs 'fixing.' To just go ahead and fix it carries assumptions, particularly, assumptions about something wrong, limiting, or not working in some way that requires 'fixing.’ It depends on the problem, how and to what extent it is manifesting in a way that cries for fixing, from where it emanates the greater context. The better solution to many problems that across all industries is to keep peeling back the layers to find the root cause. Silo thinking is often one of the thought processes focusing on symptoms, not the root causes. Until the underlying problem is addressed, the symptom will continue to return. Further, trying to fix the wrong cause of a problem will waste time and resources, increase anxiety, and leave industries full of opportunists that see rewards by offering solutions that address symptoms. The other technique to diagnose the root cause of problems is through asking five WHYs or taking other systematic approaches. If you understand the origin of the situation, where you want it to go, and how to get there, you would understand the specific ‘WHYs’ to dig through the root causes.

    ●       Understand the problem with context, and follow the logical scenario to diagnose it: Context aids us in understanding what’s relevant and what’s not. You cannot understand a cell, a living thing, an organization, or a culture if you isolate it from its context. From a problem-solving perspective, 'seeing' the context you are 'part' of, allows you to identify the leverage points of the system and then 'choose' the key factors, in the attempt to diagnose the problem and solve it effectively. The life cycle of the proper problem-prediction, problem-framing, and problem-solving is there so that you can follow the logical problem-solving scenario, by setting good principles, guidelines, and procedures.

    ●       Channeling creativity for solving tough problems: A problem is a difference between an expectation (intention, vision) and the actual situation (current reality) coupled with a negative feeling. When you encounter a tough problem, you need to use a creative way. Thinking creatively about a problem requires being close to the problem, it requires context and intangible variables. Both creative and critical thinkers live out of the box, ask open questions to collect relevant information, and think alternative solutions to tough problems. In the business world, at least, you can't always wait for the best decision to emerge. You seek for inventions, new designs, and creative problem-solving. It drives innovation. Creative problem-solving starts with creative communication, then, sets alternative choices, and then you have to make best decisions you can, based on connecting unusual dots, identify and prioritize alternative solutions, set sound processes to make a better choice, and have the gut to admit when a mid-course correction is in order. Creative problem-solving can only become new normal if you change people’s attitude - working together to figure out the better way for problem-solving. How to change thought models and attitudes? That is only a start to awareness of something fresh, broader perspective and a possibility of something new. How to make the necessary change in thinking into new ways of working together - and giving up the safe old silo, to pursue innovative solutions to problems.

    ●       Problem-prevention is critical for adapting to the VUCA characteristics of the digital new normal: Either preventing problems or solving problems requires people who have excellent analytical skills. Risks are simply potential problems. Preventing problems requires people/processes/systems to analyze and predict the possibility of a problem, this is particularly important for today’s dynamic digital business. Preventing problems and enabling continuous improvement require cultural changes, leadership support, and iterative processes for identifying, assessing, preventing, and resolving problems as well as reporting the successes. The open culture plays a significant role in building a proactive problem prevention capability as well as developing the logical problem-solving scenario.

    It takes a systematic approach to solve complex problems. The transparent processes help to dig through the root cause of problems, and develop a logical scenario for problem-prevention, problem-diagnosing, and problem-solving, keep the learning attitude to improve, empower true problem-solvers, enable systematic problem-defining, and encourage creative problem-solving.

    Chapter 1 Problem-Solving Masters

    One of the biggest challenges for modern management is how to put the right people with the right capability in the right position to solve the right problem at the right time.

    Figure 4 Different Types of Problem-Solvers

    Fundamentally, every job is to deal with problems big or small both from a long-term perspective and even on the daily basis. We all develop reputations - for being problem creators, problem definers or problem

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