Obviate Problems Altogether
AS THEY say, "there is no such thing as problem- free business". A workplace without problems is an imaginary one. A good workplace is one in which problems are not ignored or wished away, but solved.
When a problem arises, it is important that we do not take the first and easiest solution that springs to mind but get to the root of the matter. For all we know, a simple problem might actually be the tip of an iceberg. Some people have it in them since birth and others have to learn it the hard way. Whichever type you are, the following points may help you hone your problem solving skills.
Determine whether there is a problem: It is a fact that in any company, it's the bottom 10% of the employees who create most of the problems. They are the chronic complainers - they transform every molehill into a mountain. You must know your organisation well enough to distinguish between a real and an imaginary problem. One thing you should never do is, ignore these individuals for once in a while they do have legitimate claims.
Productive people are usually so involved with their work that they don't have the time to complain and they often solve the problems they face by themselves.
So, the thumb rule is, listen to all complaints but pay attention to the ones brought to you by your most productive people. Determine that there is a problem before you set out to solve it.
Learn to say "no": If you believe that with the available resources and within the specified time frame, the given problem cannot be solved, then say so clearly and firmly. By accepting a situation that cannot be solved, you are only setting yourself up for failure. It's better to make things clear in the beginning than say in the end that you knew all along that it would not work. However, be sure to show how you can handle the problem - if given the chance to do it your way and what resources you'll need and what it'll take to get the desired result.
Identify the nature of the problem: Explain what kind of problem you are facing - what is going wrong, why it is going wrong and what is the end result.
Classify the problem; is it a breach of company policy, an unfair treatment of an employee or is it simply the inability of the team to meet deadlines? Gather the necessary facts and spell out the problem on paper. Circulate this information and be sure that all people involved have the necessary details.
Brainstorm: Once everyone knows what the problem is, brainstorm. Sit and discuss what you can do to get to the root of the problem. Look into everyone's interests. This is the time for active listening. Even if you are not on the best of terms with some people, listen to what they say and understand what they wish to convey. Personal differences have no place in problem solving. The best solution is one that satisfies everyone's interests.
Be focussed: Concentrate on your problem, look for ways that take you to the root of it and take steps to prevent it from happening again but be sure not to get sidetracked into doing things that won't help solve the problem in any way.
When you are in the solving process, you will no doubt come into contact with issues that need your attention. First, finish the task on hand, and then only look at other issues.
Prevent the problem: In many an organisation, the person who solves the problem is treated like a hero. - But, be sure to recognise the people who prevent problems from happening and reward them appropriately.
This will help nurture a problem- preventing culture in the workplace rather than the problem- solving culture.
Acknowledge help: Solving a problem is an important task and it deserves recognition. Make sure the authorities above you know what you have achieved. Remind them of the risks avoided and the time and money of the company you have saved.
Be sure to thank all the people who have helped solve the problem. Be sure they get the credit they deserve.
Problems help us recognise where the organisation is getting stuck and where the necessary action needs to be taken to help it roll smoothly. They are opportunities to improve the system and the relationships - and it is up to us to make use of these opportunities wisely and to our advantage.
SHRUTI SAGARAM
faqs@cnkonline.com
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