Imagine going to the doctor and walking out with a prescription without even talking with your doctor about your symptoms. Chances are the treatment wouldn’t be effective. Just like doctors need to fully grasp what’s going on with a patient to provide the best treatment, we must clearly define the problem to find the best solutions. In the professional context, skipping this step can lead to cost overruns, delays, and poor results. By focusing and cutting through distractions, we can tackle the core issues effectively. Here are some ideas to help you identify and frame the problem.
Spot the Symptoms
All right, let’s start by figuring out what’s going on. What are the clear, obvious signs that something’s off? Think of it like being a detective on a mission to uncover clues. Jot down the glaring symptoms that scream “Houston, we have a problem!” But don’t stop there — grab your team for a confab. Everyone has different perspectives and insights, and getting all those brains together can help you identify hidden issues. So, share your thoughts with your team and discuss your observations and experiences.
Key Action Items: Schedule a team meeting to discuss and document observed symptoms.
Collect Your Clues
Once you’ve spotted the symptoms, it’s time to collect data. This is about gathering all the pieces of the puzzle that will help you see the bigger picture. So, grab your magnifying glass and notebook, and start collecting those clues that could help you define the problem. Maybe it’s budget figures, customer feedback, or performance reports. Don’t limit yourself — collect as much data as you think could be helpful. By collecting as much data as possible, you will be able to identify trends, pinpoint discrepancies, and understand the underlying causes of the symptoms you’ve spotted.
Key Action Items: Assign team members to gather specific types of data and set a deadline for data collection.
Nail Down the Issue
All right, you’ve got your clues. Now, define the actual problem. Start by drafting a one-liner that’s clear and specific, like a headline that makes you go, “Aha, that’s it!” But don’t just stop there. Gather your team again to hash it out and get that problem statement crystal clear. Everyone should nod in agreement and say, “Yep! That sums it up perfectly.” If not, tweak it until there’s consensus. Trust me, this little extra effort upfront will make the rest of your problem-solving journey much easier.
Key Action Items: Create a draft problem statement and review it with the team for feedback and finalization.
Now, that you have framed the problem, you can start looking for solutions. Remember, a well-defined problem is already a half-solved solution. Investing this effort up front saves time, money, resources, and energy down the line. So, as you move forward, reflect on the issues you’re facing, gather your team, and work together to frame the problem accurately. You’ll find that by framing the problem, the path to find effective solutions becomes a lot smoother. Happy problem-solving!
Adeline (Addy) Maissonet currently serves as a Division Chief and Contracting Officer for the U.S. Army Mission and Installation Contracting Command (MICC) – Fort Eustis, Virginia. She is a senior advisor in all matters related to the acquisition of goods and services for the federal government. Addy has unlimited contracting warrant authority and holds an MBA in Management and Contracting Level III Certification under the Defense Acquisition Workforce Improvement Act. She is a graduate from Cornell University – Executive Leadership Certificate Program. In her free time, Addy enjoys hiking and overlanding with her family and friends.
Note: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the Department of Defense.
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