By Steven Kneeland
This article has an easy aim - to maximise the reader's skill to unravel difficulties. It provides a set of insights and concepts, and provides a coherent approach and a realistic procedure in keeping with what best performers truly do to accomplish effects. enterprise psychologist Steven Kneeland provides step by step types, encourages inventive pondering and covers the issues that make a distinction in tackling difficulties in an more and more advanced and risky company atmosphere.
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Additional info for Effective Problem-Solving: How to Understand the Process and Practice It Successfully (How to Books (Midpoint))
See whether the two of you can work out a solution that could be carried further through the creation of an ad hoc group involving people from both sides. And you might want, before you have that lunch, to consult with someone to see whether they can come up with some ideas for putting a solution in place. The important thing is that the problem be addressed by the right people at the right time - and that you be responsible for activating and managing the process. Page 25 The point is this. Yes, you're responsible for seeing that the problem is dealt with.
These days, managers seldom know enough about the jobs being done under their jurisdiction to step in and start making decisions about Page 28 day-to-day technical matters. And most of us recognise that stepping in and making decisions about non-technical matters is both a waste of valuable managerial time and a real demotivator for the people under us. Good managers don't do it. They stick to managing the decision-making process. They stand by to run interference, liaise at the senior levels, or get people the resources they need.
Proceed the way a good physician would. Treat a crisis like a crisis. Move quickly, confidently, and authoritatively in those situations where decisive action is required. Focus on delegating rather than doing in those situations where someone else could or should deal with the problem. Page 35 Get out there and walk around, with the explicit purpose of sniffing out potential problems before they become problems. Trust your instincts - not totally, but certainly enough that you pay attention and investigate further when they suggest a problem.