Business Problem Solving
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4.3Becomingagreatproblemsolver.pptxBecoming a great problem solver: Applying the process
Dr. Stephen Hills
Learning objectives
To understand the overall bulletproof problem solving methodology.
To be completely clear on assessment expectations.
To be able to apply the bulletproof problem solving methodology.
Assessment
The business client and their business problem (10%): A short description of the situation that prevails for your client at the outset of problem solving (i.e., the state of affairs that sets up the problem). A set of observations or complications around the situation that creates the tension or dynamic that captures the problem (i.e., what changed or what went wrong that created the problem). In the form of an objective (e.g., to reclaim market share), define a specific, measurable and actionable problem.
Basic problem structure logic tree (20%): Use an initial logic tree (i.e., factor/lever/component or inductive logic) to break the problem into component parts or issues to illustrate and define the basic structure of the problem (e.g., causes of the problem). This should be evidence-based, using a combination of credible industry and academic literature, evidence and theory, covering the problem generally and the problem in the context of your client. Provide a fully-referenced commentary of the logic tree.
Assessment
Drivers of problem solution logic tree (30%): Using the basic problem structure logic tree as a guide to locate further industry and academic literature, evidence and theory on the problem component parts of issues, produce a more complete logic tree (i.e., deductive logic, hypothesis or decision) of the drivers of the problem solution, which help us to see potential pathways to solve the problem (e.g., predictions of solutions that need to be tested). Provide a fully-referenced commentary of the logic tree.
Prioritised issues (20%): Using a prioritisation matrix, identify the ‘leaves’ (i.e., drivers of problem tree) of the more complete logic tree that have the biggest impact on the project and which you can most affect to find the critical path to solving your problem, pruning the tree to remove the branches that are not on the critical path to solving the problem. Provide a fully-referenced commentary of the prioritisation matrix.
Workplan (20%): Starting from the prioritised ‘leaves’ (i.e., drivers of problem tree) of the more complete logic tree, link each to detailed workplans of research questions, hypotheses, analyses, data sources, timing and anticipated analysis end product. Using a Gantt chart, produce a lean project plan covering key activities and fixed milestones of your proposed project.
Keys to the seven-step process
Becoming a great problem solver
Great problem solving consists of:
Good questions that become sharp hypotheses.
A logical approach to framing and disaggregating issues.
Strict prioritisation to save time.
Smart analytics that start with simple analysis and move to appropriate sophisticated analysis, if required.
A commitment to synthesize findings and turn them into a story that galvanizes action.
Take the time up front to really understand your problem
Take the time up front to really understand your problem
Check that your problem is really a problem.
Evidence it using data.
Your initial defining of the problem could evolve as you take time to really understand the problem.
Use the 5 Whys to get to the root of the problem.
Know the boundaries, the accuracy required, the time frame allotted and any other forces acting on the problem.
Be ready to revise your problem statement as you learn, refining it iteratively with one-day answers:
The situation that prevails at the start of problem solving.
The complication (i.e., what changed or what went wrong) that led to the problem existing.
Look at trend data to evidence that something changed or went wrong.
Get started with nothing more than a problem statement
Get started with nothing more than a problem statement
The starting point for problem solving is a problem statement.
From this you can start with an initial logic tree to understand the structure of your problem.
Try several cuts at the tree
Try several cuts at the tree
Write components or branches on sticky notes and move them around until they make sense in a logical grouping.
Consider different ways to disaggregate the problem with the aim being to disaggregate in the way that yields the most insight – the way that can help you identify pathways to the solution.
Use a team wherever you can
Use a team wherever you can
Teams serve to diversify thinking and experiences that deepen the richness of creativity.
Teams reduce the chance of confirmation and other biases.
Make the right investment in a good workplan
Make the right investment in a good workplan
Prune your final logic tree to focus on the big and important levers of impact that you can move and take these forward into your chunky workplan.
A good workplan takes a little upfront time but will save so much wasted effort later.
Be precise about the research questions that arise from ‘leaves’ you take forward.
Hypothesise answers to quantitative research questions.
Your workplan should be chunky but your Gantt chart lean to keep your work on track.
Start your analysis with rules of thumb, summary statistics and heuristics to get a feel for the data and the solution space
Start your analysis with rules of thumb, summary statistics and heuristics to get a feel for the data and the solution space
Start by exploring the data to learn its quality, understand the magnitudes and direction of key relationships.
One-day answers, supported by good logic and simple analysis, are often sufficient to close the book on many issues, allowing you to move on to the more difficult ones.
Don’t be afraid to employ big analytic guns when required
Don’t be afraid to employ big analytic guns when required
Sometimes a complex research question requires more advanced analytics.
When problems play out over longer and more uncertain periods, you should consider using game-theory models, risk-management actions, strategy staircases and theories of change.
Put as much effort into synthesis and telling the story as doing the analysis
Put as much effort into synthesis and telling the story as doing the analysis
Even after completing powerful analysis that reveals great insight about a problem, resist declaring the problem as solved.
You still need to persuade the decision-maker to do something different.
Be persuasive to convince powerful stakeholders to follow your plans.
Humans are visual learners and love storytelling.
Treat the seven-step process like an accordion
Treat the seven-step process like an accordion
You can compress or expand steps depending on the issue.
Use one-day answers to get to the level of analysis that the problem requires.
Don’t be intimidated by any problem you face
Don’t be intimidated by any problem you face
Investment in systematic problem solving can achieve insight into almost any problem of consequence:
Long-term and uncertain problems.
Wicked problems.
Conclusions
Conclusions
Take the time up front to really understand your problem.
Get started with nothing more than a problem statement.
Try several cuts at the tree.
Use a team wherever you can.
Make the right investment in a good workplan.
Start your analysis with rules of thumb, summary statistics and heuristics to get a feel for the data and the solution space.
Don’t be afraid to employ big analytic guns when required.
Put as much effort into synthesis and telling the story as doing the analysis.
Treat the seven-step process like an accordion.
Don’t be intimidated by any problem you face.
