This week I’d like to introduce you to a concept that I call ‘No-fault problem-solving.’ This approach is another product of my turn-around work with companies facing bankruptcy – where we have to solve ‘impossible’ problems immediately – and learn to work together as never before. In doing this work for many years I came to several conclusions about problems and problem-solving, including:
- Once goals and procedures are set, work is distributed, and supports are in place, problem-solving takes over as the leader’s most important (and often most time-consuming) function.
- A lot of problem solving is done in firefighting mode, rather than proactively.
- Problem suffering – allowing the same issues to occur again and again – is endemic in business and organizations (while business schools teach problem-solving, most supervisors and managers are promoted ‘off the floor’ because of their knowledge and skill in doing the work – not usually their ability to solve problems.)
- Many of our role models were bosses who dictated, reminded, lectured and threatened – and suffered the inevitable consequences – people tuning out, quitting – or ‘firing the boss’ (meaning they stay on the payroll, but do just enough to keep from being fired – while sabotaging the boss in any way they can.) (Year after year, mass surveys of employees by the Gallup Organization find that over 50 percent of employees who quit their jobs do so because of their boss’s behavior).
- Problems that could be solved in minutes are often complained about, but allowed to repeat. I think this happens because most of us want to avoid conflict. When we use the traditional fault-finding approach – typically attacking the person instead of the problem – we risk getting caught up in an ‘attack-defend’ conflict – and our attention can easily be taken away from solution-making.
No fault problem solving offers a practical, real-world solution that enables us to attack issues with equanimity – simply treating problems for what they are: opportunities to improve continuously (CI). I’m fond of saying that a problem is simply the seed of its own solution. To unlock the full power of problem-solving all we have to do is stop attacking people and turn our attention to attacking problems.
Here is an example…
The owner of a small software company approaches a programmer (Betty) in an angry manner and demands,
“Why didn’t you secure the brain room when you went to lunch?” (The ‘brain room’ is my sanitized version of the colorful but unprintable name they gave their innovation lab).
Betty replies: “I haven’t been to lunch. I just got back from the conference…”
Owner: “But you’re responsible and you have the key…”
Programmer: “Not today – I left it for Andrew…”
Owner: “Well, where is Andrew?”
Programmer: “I don’t know. I just got in…” (Betty is getting testy, and is probably thinking of quitting – again – and looking for work elsewhere).
Owner: “Okay, I want to see you and Patrick in my office in ten minutes…”
This example of the usual fault-finding, blame-laying, attack-defend approach, is drawn from one of my turn-around projects. The owner was legitimately concerned about security – but instead of solving the immediate problem and finding ways to prevent its recurrence, his approach caused a flurry of unwanted effects – defensiveness, intimidation, fear and loathing, and growing resentment.
The results of this unintended effect were a further erosion of respect for the owner; the likelihood of the programmer looking for work elsewhere, and, of course, an unsolved, continuing problem with security. When they met a few minutes later, instead of consulting and collaborating in solution-making, the owner gave Betty and Andrew a 15-minute lecture on how important security is to the company and admonished them to “work together,” and “make sure it never happens again.” This was the same ‘non-solution’ that had just failed them (again).
There must be another way…
Had the owner used the no-fault method – he would have handled the situation very differently. For example, he could have approached with a sincere request for help, as follows…
Owner: “Betty, I need your help…”
Betty: “Sure, Ed, what’s happening?”
Owner: “I came by during the lunch hour and noticed that the brain room was left unsecured. Could you help me do a little brainstorming. We need to come up with a better way to ensure the room is always secure when it’s unattended.”
Betty: “Good idea. I left the key for Andrew when I went to the conference this morning. But I don’t know that he got it for sure – and there has to be a better way. Would you like me to schedule a quick brainstorm session for the three of us – say at three o’clock?”
Owner: “That would be great Betty. I’ll see you then.”
Betty: “Great – See you at three.”
In the second scenario, notice how the entire focus is on the problem, not the person(s). There is no attack, and therefore, no defense. No excuse-making. No blaming. No resentment. And no disruption and distraction for other team members in the vicinity. Instead they emerged from their brainstorming session not only with a solid solution but even stronger feelings of collegiality and congeniality as well. (Congeniality is important because our goal as solution-makers is to deal with problems in ways that keep our team members working enthusiastically with us. The no-fault approach generates feelings of shared accomplishment and reinforces congeniality and collegiality.)
Your call to action
This Week… Choose a recurring problem and invite relevant team member(s) to join you in a brainstorming session to solve it. Explain that you want to test the no-fault approach and emphasize that you want to solve the problem without fault-finding or blaming anyone.
- Open by describing the problem, very briefly, and simply ask for the other person(s) help in tackling it.
- Then ask for ideas and record these on a whiteboard or flip chart so they remain visible (not tucked away in laptops)
- Ask that there are no critiques or discussion during brainstorming
- If the group seems to be out of ideas but you want to be sure, play the ‘write-down game’ – ask everyone to write down one or two ideas that haven’t yet been presented and you may be stunned by the number of responses. Request and record these additional ideas by going round-robin asking each for their written contributions
- This is a great way to ensure the engagement of quieter members of your team
- When you’re out of ideas forge consensus on a best solution (a show of hands works well)
- Build an action plan (who commits to do what by when in implementing the solution)
- Implement and follow through
Make it real. Be genuinely open to possibilities even if you think you know the best way forward (The results may amaze you.) Your aim is to engage people fully in the creative process – and your goal (as always) is to solve problems while strengthening, not weakening, relationships.
See you next week
Neil
