Consulting Company

We go to meetings to exchange information in order to report project status to make decisions, get free lunch, and why we were invited. (Sorry, I digressed). This is only a partial list – there are many other valid reasons for conducting meetings.

Perhaps the more common and the rate of a meeting, however, a problem is solved. A session is a great place to do this – you will receive a large number of people with diverse expertise, knowledge and perspectives to ensure thatthe best solution is identified and that all important aspects have been taken into account.

The problem is that while the place and people may be true, often the process is flawed. It 's useless, because an application is not clearly asked and answered.

The typical situation

Have you ever been in a meeting in 20 minutes (or hour or more) in the discussion of the problem, people begin to realize that not working at allexactly the same problem or have already provided some solutions? Most people have this problem over the years were asked nodded. And 'now that the meeting is to stop – and begin to clarify.

And 'even in these times when the frustration builds, starts and rework sessions get a bad reputation.

The solution for this situation is to ask and answer a question.

Problem Solving Questions

The question is: "Whatis the problem? "

It seems so simple. I say, why would anyone start solving problems, not knowing what is the problem? People do not do it intentionally, of course, do so because:

– The problem is clear in the head (or at least think so).

– To accept everyone knows that the problem exists.

– Take all agree that it is really a problem.

Unfortunately, these reasons are all too often prevail.

So what's the problem?

Getting agroup agreement and understanding of the problem is one of the best things you do to improve speed and efficiency of problem-solving group can. But how do you know?

The problem

They wrote this with a clear concise, well-statement of the problem.

A problem statement succinctly defines what is the problem. And 'written in order to produce clarity of thought and assumptions that people make to reduce the problem. At least as important as this, a goodstatement of the problem prevents us from taking a solution before we state the problem.

In academia, statements are often working long (one or more pages), detailed (complete with lots of data and statistics) narratives. This is not what we need in a meeting. What we need is a short sentence or two description

– What is the problem

– This is the

– When there is a problem

– Where there is a problem

Your problem statement should answer"Why?" Question – how your problem-solving process should lead to a clear understanding of "why?" Remember, the goal is to define the problem so that everyone agrees on the problem and its scope.

Some examples

While size can vary, here are some sample declarations problem easier to get started:

– We (our team) have timely data to determine when the transition to do "X" "Y".

– Our lead times in the plant in Madison currently has twoWeeks, which gives us a competitive disadvantage compared to our competitors.

– Our registration for the summer program of 20% behind the previous year and 30% lower than expected.

The format of this statement equally important to ensure that it meets the above questions. Sometimes the new government in the number and the desired result (for example, currently the process takes four days and the desired time is two days). This can be a valuable addition, if the ultimate goalis already known. Often at this stage we do not have enough information to know how we can ensure a better organization.

One problem is well explained problem half solved. By the time necessary to reach agreement on a clear definition of the problem before getting the problem solving process, you've really reduced the total time for your efforts to resolve the problems dramatically. This effort and discipline will improve results in a clear and immediate.

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