Leader Development

COLLABORATIVE PROBLEM SOLVING

Collaborative problem solving is an excellent tool for creating and sharing knowledge about best practices and for hosting facilitated collaborative problem solving forums.

These forums address the following issues:

Finding solutions relevant to day-to-day work problems
Building trust among the community members by encouraging a team approach to solving work problems
Working through issues in a forum setting to create a common base of understanding and knowledge

Collaborative problem solving discussions are excellent for developing standards, guidelines or policies. This process also is effective when large focus groups split into smaller, more focused work groups to work on detailed standards and then share their findings with the larger collaborative. In addition, collaborative focus groups are very effective for developing a continuous process improvement.

The following guidelines, or "roadmap," used by the Department of the Navy can be useful to a Community of Practice (CoP) to develop collaborative problem solving sessions. (A CoP is a group of employees with a common interest or working practice that solves problems and issues through an informal network that includes knowledge experts.)

Problem Exploration and Definition

The CoP first needs to identify the problem or issue. This may require research and/or interviews with affected employees or talking with subject matter experts.
The group then needs to look at the problem/issue from all possible angles and approaches.
The next steps are to identify
The key players who are affected by the problem
Who is responsible for solving the problem and
Who has authority for a solution

(This may require breaking the problem down into pieces to determine the best way of gathering the information necessary find a solution or solutions.)

Analysis

Analysis is often necessary in order to determine the root cause of a problem. To analyze the situation, the CoP group needs to ask questions such as: Where did the problem originate? What may have changed right before the problem started to generate the problem? Why does the problem persist? What is hindering the problem/issue from resolving itself and going away?

These and other questions will help the group determine the root cause. This vital information is needed before a solution to the problem can be identified.

Root Cause Discovery

Some of the indicators that help make sure that the CoP has identified the root cause are:

A dead end is reached. The CoP has gone as far as it can without actually addressing the issue.
Conversation ends. All conversation on suggestions for addressing the problem has come to an end.
Feels good. Everyone involved feels good about what the group accomplished.
Agreement has been reached. All agree that the root cause has been discovered.
Collaboration has provided an explanation. The root cause that was discovered fully explains why the problem occurred.
A logical explanation has been found. The root cause is logical and makes sense.)
Everything is under control. The root cause is something the group can influence, control and deal with.
There is hope of a resolution. Finding the root cause gives hope that something can be done about the situation.
Workable solutions have been discussed. Workable solutions have evolved from group collaboration.

Idea Generation

Once the root cause is identified, it is time to generate and implement ideas for possible solutions. This can be accomplished by:

Brainstorming. Brainstorming allows all ideas to flow and be explored and built on.
Deferring judgment, evaluation and criticism while ideas are being presented. Nothing should be deemed too outrageous. Try a round robin approach for hearing everyone's' ideas. Set a time limit and encourage members to build on other's ideas. Post all ideas.
Allowing time for members to think. After all ideas have been generated, reduce the list by questioning, categorizing and consolidating ideas.

Avoiding Mental Locks

According to Roger Von Oech (A Kick in the Seat of the Pants), using the following guidelines can help a CoP avoid common mental blocks:

The "there is only one right answer" mentality. There is often more than one right solution to a problem.
The "that's not logical" pre-conclusion. Sometimes this kind of thinking can stymie the process. Listen anyway; you might learn something.
Must follow the pre-set rules. Challenge the rules as needed.
Must be practical. Ask, "what if" questions.
Play is frivolous. Making a game of it may take off pressure that sometimes hinders expression of new ideas.
"That's not my idea." Not being a team player limits ideas. Explore new ideas and eliminate your "own turf" way of thinking.
Don't be foolish. Some foolish thinking can get you out of a rut.
Avoid ambiguity. (Be careful. Being too specific can stifle imagination.)
To err is wrong. Don't be afraid to fail.
"I'm not creative." Believe in the worth of your ideas.
"There is no time." You need to find the time if you want to be successful.

Solution selection

The goal at this juncture is to narrow the list of ideas that are feasible, creative and workable. Make the process fact-based. You may set certain criteria that ideas must meet. If ideas meet less than 80% of the criteria (or whatever percentage you determine is necessary for effectiveness) they are eliminated. If a clear winner does not emerge, identify the best and worst scenarios for each idea and the pros and cons.

Another approach is to validate the ideas with stakeholders or peers. Make sure that you have decided on the best practice or alternative based upon good sound reasoning and data. If you need expertise that is not available internally, seek it from outside sources.