Veja como você pode efetivamente avaliar e selecionar a melhor solução para um problema.

The "Four Lenses" Approach: Analytical Lens: Data-Driven Analysis: Gather all relevant data and perform a detailed analysis to understand the root cause of the problem and the potential impact of each solution Innovative Lens: Creative Brainstorming: Encourage out-of-the-box thinking and gather a diverse team to brainstorm innovative solutions. Empathy Lens: Stakeholder Perspective: Consider the problem and potential solutions from the perspective of all stakeholders involved. Feasibility Lens: Practicality and Scalability: Evaluate the practicality of implementing each solution. Consider resources, time, and potential barriers. Conduct pilot tests or prototypes to assess the feasibility and scalability of the solution.

In my observation, when it comes to solving issues, a lot depends on early education and upbringing of people. In most cases as children they are posed questions and are supposed to answer. They are seldom empowered to frame questions. When they grow up, they habitually try to answer a problem without properly defining or stating it. Many a times you have to challenge the belief system and let people ask questions to define a problem properly. The methods could be 5 whys, pereto chart or fishbone chart etc.

When working in the mentoring office I experienced the problem of students not voluntarily requesting for mentorship even when they acknowledged the need. Those who were recruited on to the mentorship program on joining Campus did not follow through with their mentors. This bothered me even more when I learnt that it was not a new problem. To understand the issues, I called the students that were affected and engaged themon the issue. Some confirmed to me they didnt requirement mentorship at all for they had no problen that needed help. Even after showing them the need for metorship most of them didnt get convinced. In the process, I invited a group for a training on mentorship just to learn that they confused mentorship with counseling

Even before identification of issues, you need to be clear about your assumptions about values. Often, we do not consciously think of the values that drive our decision making. In each context, it is important to be very clear about the appropriate value system. Often the problem and solution would depend on the values you consider or do not consider. To illustrate, if your undeclared values are about maximization of profit without due regard for ecology and environment, it may not be appropriate for your organization. You can consciously change to a more responsible set of values, discuss it in your organization and publish it to all members of the organization to ensure a clear and consistent value system.

Additionally, involve diverse perspectives in the problem-solving process. Collaborate with team members, stakeholders, and even customers to gain a holistic view. This can uncover hidden aspects of the problem and spark innovative solutions. Employ techniques like root cause analysis and the 5 Whys to delve deeper. Prioritize continuous learning and reflection, as understanding evolves over time. By fostering a culture of thorough analysis and open communication, you'll enhance your ability to tackle challenges effectively and drive sustainable growth.

Define Criteria: Clearly outline the criteria for an ideal solution, including feasibility. Generate Options: Brainstorm a range of potential solutions. Analyse Pros and Cons: Assess each option against your criteria, listing advantages and disadvantages. Prioritize: Rank the solutions based on how well they meet your defined criteria. Seek Feedback: Engage stakeholders or team members to gain different perspectives and insights. Test Viability: Conduct small-scale tests or simulations to see how the top solutions perform in practice. Make an Informed Decision: Choose the solution that best aligns with your goals and has the highest potential for success. Document the decision-making process to ensure transparency and accountability.

Generate multiple potential solutions: Don't just settle on the first idea. Brainstorm a variety of possible solutions, even unconventional ones. This gives you more options to evaluate.

A) Encourage Brainstorming Foster a creative environment where ideas can be shared without judgment. B) Consider Unconventional Ideas Look at every idea, no matter how unconventional, to ensure all possibilities are considered. C) Compile a Comprehensive List Create an exhaustive list of potential solutions to avoid overlooking any viable options.

When leading teams through a problem solving exercise, I like to utilize strategy games to assess impact. Typically, we all have an end goal in mind of best-case scenario. If we don’t, we start there and isolate the need or solution we’d want. We then backwards and map out how do we get from A-Z. A couple ideas will emerge and from there we play out every idea as many steps as we can, searching for all potential roadblocks. We then evaluate best process according to the strategy developed from the exercise. Agility and Iteration are also important once the strategy is in actual play.

A) Evaluate Short-Term and Long-Term Consequences Consider the immediate and future impacts of each potential solution. B) Assess Resource Requirements Analyze the resources needed to implement each solution. C) Consider the Ripple Effect Think about how each solution will affect all stakeholders involved to narrow down to the most viable options

Many problems go away eventually if you don’t rush to take a decision. Rushing to take a decision can lead to further complications. You need to find causes, evaluate which one of these you can address, find alternative solutions by brainstorming & doing a check with peers and then deciding on a course of action. Following this process will ensure that you take decisions logically & not reactively!

I think looking for additional feedback is a place where many people miss good solutions. One of the first questions I ask when confronted with a problem is, "Who are the stakeholders?" and "Who has the greatest knowledge base about the issue?" Identifying these partners can be invaluable. So many committees seek to solve the issue without consulting the primary stakeholders and the result can be greater confusion and frustration. Feedback from individuals of diverse backgrounds and roles can help address any blind-spots you may have and can often result in a better solution than you initially anticipated.

Analyze each solution: Closely examine each potential solution against the established criteria. Consider the pros, cons, and tradeoffs of each option. Compare the alternatives: Once you've evaluated each solution, compare them side-by-side to identify the clear strengths and weaknesses of each one. Test and validate: If possible, pilot or prototype the top solution candidates to see how they perform in real-world conditions. This can help validate your analysis.

After all previous steps , You’re now ready to take the positive action. And don't forget to review your decision & its consequences, consider the results of your decision and evaluate whether or not it has resolved the need you already identified before . If the decision has not met the identified need, you may want to repeat certain steps of the process to make a new decision.

To pick the perfect fix, first clearly define the problem. Brainstorm a bunch of ideas - don't judge them yet! Then, consider what makes an ideal solution: effectiveness, feasibility, and any limitations. Weigh each option against these criteria. Finally, compare the pros and cons to choose the solution that best tackles the problem within your constraints.

O problema não é um mal. O problema é uma lição. No livro "Guia de Um Astronauta Para Viver Bem na Terra" do astronauta norte-americano Chris Hadfield. ele conta que um produto que era usado para limpar o visor do capacete dos astronautas gerou uma reação alérgica nele e aumentou significativamente as lágrimas em seus olhos. Com a falta de gravidade as lágrimas não escorriam , e sim, subiam na sua retina. Ele ficou praticamente cego por muitos minutos. Ao voltar a Terra passou a estudar com as equipes da Nasa a causa do "problema". Hoje ninguém mais corre esse risco. Devemos aprender a fundo com todas as nossas falhas e dividir com a equipe os aprendizados. Todos saem ganhando e evitamos riscos e repetições futuras.

Problem solving is an interesting process. It is important to have a human centric approach while solving a problem. Empathize the user NEED brainstorm as many solutions as possible through brainstorming sessions. List out the ideas 💡 we can employ COCD matrix tool to classify your solution. Quadrant 1 - Common and existing ones (Now Ideas) Quadrant 2 - List the futuristic ideas with less feasibility to execute with current resources (HOW Ideas) Quadrant 3 - This carries the real disruptive and unique ideas that are feasible and adds value (WOW Ideas) Now it's time to get into the Design Thinking process by choosing the best Idea from the Quadrant 3.