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Last week I introduced you to no-fault problem-solving (Post 14). Now let’s look at how this approach – combined with creative thinking and brainstorming – can help us solve just about any problem.

Here’s an example from my leadership and team building files…

The scene: A manufacturing company building wooden crates for the produce packing industry. During our initial orientation and tour, the owner introduced me to a young fellow who was responsible for assembling a particular product.

The situation: The owner advised me that this young man had a handicap that affected aspects of his memory. “We love having him here,” the owner said, “but he often forgets one key step when he’s assembling, and when this happens the work has to be re-done, and it throws us for a loop. He said the young man was a model team member in every other way. “He’s first to arrive in the morning, and last to leave. He’s always smiling. And he loves his job. We all know he’s got to go but it hurts.”

The ask: I told the owner about the no-fault approach to problem-solving and asked if he would hold off on letting the young man go while we looked for other possible options. I was looking for a situation I could use to illustrate the approach, and this was it.

The action: In my first meeting with the management team, I asked the owner to summarize the problem…then held a mini brainstorm session – asking everyone to think of and write down at least one possible action we could take to make certain that this mistake would not – virtually could not – happen again. I urged them to use creative, wide-open thinking and imagine there were no constraints. Then I went round robin to collect their ideas, a process that generated many more gems, as participants triggered off each other.  

One person suggested we buy a neon sign listing the 7 steps that go into each assembly and make the missing step flashing so it was impossible to miss. Great idea. Then I asked for spin-off ideas that bit of inspiration triggered. There were dozens. Finally we settled on a less expensive idea that would have the same effect as a neon sign. The idea was to erect a whiteboard above his workstation; list the seven steps, and illuminate the fifth step – our problem step – with one of those cheap, battery-operated flashing lights from the dollar store. That solution worked perfectly. There was no repeat of the problem. No need to let him go. No need to lose the enthusiasm and positive energy he brought to the team. Instead, they reaped the full benefit of having him stay.

The point: Left to his own devices the owner’s response had been limited to gentle fault-finding, lecturing, reminding and, ultimately, to the punishing threat of dismissal – all classic hallmarks of the  fault-finding approach. Now, with the no-fault approach – combined with creative thinking and brainstorming with his team – he was able to solve the problem and keep the person. Success!

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While the owner said he liked the approach he wondered aloud if it could be time consuming. I cautioned the group to remember the old saying, “No investment, no return” and noted how much time had already been spent on this issue without getting anywhere – and look at the savings they will make in severance pay, re-hiring for the position, and training the next person. Obviously the no-fault method is way ahead in terms of both time and money.

All we have to do is change our mind

As usual I encourage you to look for a situation – a recurring problem or condition – that you can use to try out the no-fault method. The only prep you need is mental. Make up your mind to avoid thinking of the other person(s) as ‘guilty’ or ‘at fault’ in any way.

Simply treat the problem as an opportunity to improve. Then brainstorm possible solutions – preferably with people involved or affected by the situation. Evaluate the ideas you generate; forge consensus; build a plan of action (who commits to do what, by when) – and implement your plan.

Don’t be surprised if the results surprise you.

See you next week

Neil