Attributes of an Effective Problem-solving Policy

A policy for problem-solving embraces empiricism as the normal mode of team operation.

When moving to a Problem-solving Policy, you are accepting problem-solving as the norm rather than the exception. This brings you a step closer to a problem-solving culture.

This sounds simple at first blush. But in practice, it can be difficult to transition to this mindset.

It is our natural tendency to desire control over a situation. We see the existence of problems as a “problem.” Problems equal a lack of control in our minds.

To move into a Problem-solving Policy, we must move past this innate tendency. We must instead embrace problems as a learning opportunity. It is a necessary step to arrive at our goals.

Prior posts on Bounded Innovation and Intent-Driven Leadership took us on a journey to begin a problem-solving habit. If you have already progressed in the journey through the initial stages, you are ready for the next step—a Problem-solving Policy. Figure A shows these evolutionary stages and highlights our focus for this post.

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Pre-requisite Beliefs for a Problem-solving Policy

After moving through Bounded Innovation and Intent-Driven stages, your belief system should have shifted.

You have seen the improved ideas and value resulting from problem-solving capabilities in your team. This has produced confidence and engendered courage. Your teams are eager to try new things to learn the right product to build and how to build it right. Trust has emerged between team members and management.

This new confidence has shifted your perspective. You no longer rely on predictive planning and control. You believe in the empirical process. You do not think that a select few should sit in a room and create detailed plans and designs before handing these over to developers to crank out code.

You now believe the best approach is to probe, sense, and respond. “Trying” out an idea beats a thorough plan when it comes to the complexity of product development. You accept you don’t know what will happen. A learning-first strategy is your secret weapon. You expect problems. And you want to find them early.

If it seems like I am reading your mind as you read above, you are ready to institute a Problem-solving Policy. The earlier stages of Bounded Innovation and Intent-Driven were critical on your journey. But you should leave them behind as you move into a Problem-solving Policy.

If your beliefs are not ready, consider spending more time experimenting in the earlier stages of your problem-solving journey.

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The Attributes of a Problem-solving Policy

Your problem-solving context is unique. As such, you need a custom policy. When you form this policy, it is helpful to keep these aspects top of mind:

• Expect problems, not solutions
• Focus on where you want to be
• Agile leaders at the Gemba

Let’s dive into each of these.

Expect Problems, Not Solutions

”I don’t want to hear about problems. I want solutions!”

—Manager

I have heard this statement too many times from those in management positions. This is often said to engender a problem-solving mentality in teams. Unfortunately, it often has the opposite effect and it goes against the mentality of a Problem-solving Policy. A statement such as this will often hide problems or delay awareness of them.

An Agile Leader with a problem-solving policy will be more likely to say:

”Tell me about every problem no matter how small. Then, let’s discuss where we want to be and what we need to learn first.”

—Agile Leader

With a Problem-solving Policy, we need to talk openly about the problems we encounter. High-transparency is critical. Then, we can co-create a game plan to resolve.

Focus on Where You Want to Be

While it is important to raise awareness of the problems we are facing, we should not dwell on the problem.

Often, when we dwell on the problem, we have a tendency to assess blame. We should do basic root cause analysis but not linger here for long. Focusing on the problem gets us nowhere fast and keeps us stuck in the current condition.

We must transition into a solution-focused¹ approach. This is not figuring out how we get out of the problem. Rather, it is envisioning where we want to be instead. And this will propel us into solving for the desired state.

To coin a liberating structure, we need to move fast from “What” to “So What” to “Now What.” “What” defines our current situation. “So What” explains where we want to be and why we want to go there. “Now What” provides our next target condition and experiment to get to our desired state.

Agile Leaders at the Gemba

It is true that those closest to the work are the best equipped to solve the problem. The Agile Manifesto² is clear on this as it emphasizes self-organizing teams.

This does not mean that Agile leaders should stay at arm’s length. It requires the opposite. Agile leaders must be at the Gemba—the real place of work. This ensures problems are front and center. Immediate awareness is the result. And solution-focused action will mobilize fast.

Agile leaders and teams practice solving problems in the Bounded Innovation and Intent-Driven stages. As a result, Agile leaders and teams will handle problems at the Gemba with quick, easy grace. Teams will move fast into a solution-focus to solve problems that they are capable of solving. Agile leaders will see where they can support the team. Because they are present, they will move fast to remove barriers the team cannot remove on their own.

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Problem-solving Policy Results to Expect

The more you practice your Problem-solving Policy, you will think less about the mechanics. Agile leaders and team members will expect problems and move fast to solve them together.

You will see emergent learning through experimentation as the normal way to find the right product to build and how to build it right. Those external to the team will take notice. Problem-solving is your new status-quo. It is your new habit. It is your new culture.

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Originally Posted By Todd Lankford on Medium at The Startup.

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Related Posts

• Agile Leaders Must Build a Problem-Solving Culture
• Bounded Innovation and Your Problem-Solving Journey
• Increasing Problem-Solving Competency Is Easy When You Use Intent
• Let’s Put the “Continuous” In Continuous Improvement
• Speeding Up Your Agile Transformation
• We Need Managers to Become Agile Leaders
  

References

1. The Solutions Focus: Making Coaching and Change SIMPLE, Paul Z. Jackson, Mark McKergow, 2006
2. The Agile Manifesto, 2001, Beck et Al.