Question: What makes a problem hard?
(Answer at the bottom)
Having been involved in the manufacturing floor for over 30 years I think one of, if not the most challenging thing we face on the floor is the ability to clearly articulate the problem at hand. Because if we can’t clearly say it, how then will we fix it? It seems so “simple”, and most times it is – except for when everything goes wonky (or kerpluey).
When you see what appears to be a team working at cross purposes, there is a high probability that they each are working from their own framework (point of view) for the problem they are trying to address. If you see this happening, check and make sure they are working to the same problem statement.
Contrary to some, Six Sigma isn’t the root of all evil. We, on the manufacturing floor use the 5-whys tool for root causing production floor issues. Have you ever thought about what a valuable tool it would be to use for “knowledge worker processes”. Getting to know the real issue ensures a strong problem statement that the team can then address. Think about it. Everyone on your team sees the knowledge flow from a different perspective.
Once you’ve identified the root cause, realize it may uncover other problems that have to be addressed in order to get to the bigger issue at hand. I think it was Machiavelli who once said, “A small problem is hard to see but easy to fix whereas a big problem is easy to see but almost impossible to fix.”
Whichever end of the spectrum you find yourself on, taking the time to better understand the problem and clearly articulating the problem statement will put you and your team on the right course to solving your issue.
Here’s the answer to my opening question:
Knowing something is wrong, but not clearly defining it so you can communicate it