How many would describe their jobs entirely as solving problems?
The 25 Problems Problem Your team has 25 problems. But these are NOT your problems. Your problems are not the sum total of your direct reports’ problems. You do not have 25 problems. You have your own problems. Your Team Your Team’s Problems Not Your Problems
What are your problems? Your Problems What Problems + Barriers Get In Their Way Your problems are:
Opportunities that enable success across the work of your direct reports
The Manager as System Architect The role of the manager is not to solve all of the problems but to build the systems capable of solving problems at every level.
What capabilities do we cultivate to surface and solve problems. Good problem statements establish our vector for improvement The ability to explore current reality begins with the question of what do we need to learn more about? Turning the Plan – Do – Check – Act wheel as we improve through experimentation Tools may include A3s, DMAIC, 5 Whys and more – but how they are used matters most PROBLEM SOLVING METHOD + SKILLS
How do we manage the process of surfacing, engaging in, and solving problems. Build the work in order to make problems visible – 5S, just-in-time, kanban are all mechanisms to accomplish this objective A process to surface includes definition of what is a problem, how to surface it, to whom, and how they will respond Are we tracking the problems and the response PROBLEMS MGMT + SYSTEMS
What behaviors support a strong problem solving culture Do we surface problems quickly? Do we write down the really hard problems that we have no idea how to solve? Do we dig deeper and understand cause and effect? Do we work problems across boundaries? PROBLEM SOLVING CULTURE + BEHAVIORS
A Behavior Change How itis oftendone How it should be done