Problem Solving

IT Problem Solving

The model on this page was proposed by Mike Figliuolo, Founder and Managing Director of thoughtLEADERS, LLC. I've used it successfully on many occasions. This page is simply a summary of his model, be sure to look him up on LinkedIn learning to go though his entire series of courses.

The Five Steps

There are five steps to solving business problems;

1. Pin the Problems
2. Identify the Issues
3. Identify Best Guess
4. Analyse the Paths
5. Pitch a Recommendation

Step 1 Pin the Problems

This is a critical step which is often skipped by others.

Before you start trying to find solutions, you really need to ensure that the problem and any underlying issues are fully identified. Some of the best ways to do this are to;

Answer Focus Questions

1. What is the objective?
2. Who are the stakeholders/influencers?
3. How will you measure success (metrics)?
4. What will be the specific scope (what's in and out)?
5. What constraints exist?

Evaluate prior efforts.

1. Has this problem been considered in the past? What’s different now?
2. Were there any challenges last time this was addressed?
3. What ongoing assumptions limit our thinking?
4. Who was involved in the problem-solving before?

Derive insights from new lenses.

1. What is the perspective of the CEO.
2. What is the perspective of the frontline staff?
3. What are the Customer perspectives?
4. Can you reimagine the problem in new ways?
5. What happens if you remove built-in constraints?

Understand causality

1. What are the root causes of this problem?
2. Is there actually a deeper or previous problem?
3. Will there be repercussions if we solve this?
4. Are there chronology/sequence issues relating to the problem?

Step 2 Identify the Issues

Break big problems into smaller parts.

The Logic Map

Consider using a logic map to break down a problem into the component parts.

The following is an example of a logic map for a business which is looking to solve an income issue.

Testing the logic map.

1. Are all the branches distinct? (be certain that there's no overlap between branches).
2. Are all the branches complete? (have we covered everything).

Step 3 Identify Best Guess

Look at the ends of the logic map and brainstorm solutions for each of the very end pieces.

Look at all of the possible solutions and see which ones provide the best value.

Spend 80% of your time on the 20%

of the issues that drive the answer.

Use the smallest amount of energy to get the solution.

The 2 x 2 Matrix

Sometimes you need to work out which problem is the best to solve. You can use a 2 x 2 matrix to solve it.

To do this, pick two dimensions, common ones are Ease and Impact.

In the diagram below, we would most likely choose option 3.

Step 4 Analyze the Paths

Start by listing all of your solutions in order of priority.

This makes it clear that you've thought outside the single solution.

Next to each item;

• Do a little analysis as to what it would mean
• What we'd have to do or change
• What are the costs and the impacts.

Attempt to prove it or disprove any assumptions about the item, for example, is it really easy to implement? are the costs really what we think they are?

If you disprove it, move it downwards in the priority list and begin working on the item below it.

Don't bother analysing the things at the bottom of the list unless you really need to.

Tips for Analysis

As You Analyse, Pick the Best Paths that take the Least Time

“High Road” – Look from Above

• Always revisit your best guess and the “pinned” problem.
• Estimate expected rewards before you start detailed analysis.
• Use 80/20 thinking.
• Use experts as data sources.
• Share good ideas.
• Test your thinking.

“Low Road” – Evaluate the Ground

• Only run the numbers you need to run.
• Don’t wander into the weeds for too long.
• Beware of “polishing dirt.”
• Focus your attention on only the best paths.
• Get back on the high road regularly to regain perspective and get out of the details.
• Trust your gut. Take risks!

Step 5 Pitch a Recommendation

Assertions are facts stated to persuade.

• Assertions are clear, explicit, and direct – the audience knows where you stand.
• The difference between a strong assertion and a weak opinion is the facts.
• In a conflict of assertions, the best evidence wins.
• Once an audience agrees with your assertion’s proofs, controversy disappears.

Dealing with Resistance

You will run into resistance to your assertions.

Have the right set of facts and articulate them in a manner that is going to be compelling to your audience.

How to Answer Challenges;

"Well, that will never work"

Answer by showing that it has worked elsewhere.

"its too expensive"

Answer with cost/benefit analysis.

"Our customers won't buy it"

Answer with surveys from customers.

"We don't like any of those options"

Show them the cost of doing nothing.

Think about;

• What is the recommendation that you're trying to make?
• What are the right set of facts that you need to compel your audience?
• What type of resistance will we encounter and how will we overcome it?

Building on Assertions

Assertions have to be based on facts but you can build on assertions.

For example;

Avoid the pitfalls.

• Don't rush past analysis.
• Be well-scoped.
• Analysis-paralysis: don't stay in the data. Check whether your problem is still relevant etc.
• Watch out for resistant stakeholders. Overcome the resistance via facts.
• Understand why stakeholders are pushing back so that you can get the right facts.