Problem Solving Series 7 Make the Change Stick

Allright, here we are. The last step of solving our problem.

We have spent so much time, money, effort in getting to the root cause of the problem, so it only make sense if we make sure it does not return, right?

The truth is, over 50% of problems solved tend to recur.There are several reasons why this happens:

1. We are still solving the symptom of a deeper problem.

Usually when this happens, our solutions lead to undesired effects popping out in another area or another part of the process. It could also be identified if our solution puts 'pressure' in the process/area of concerns. Dig deeper in the root cause analysis or find another layer of assumptions to break to get away from this situation.

2. No buy-ins from stakeholders.

We know this to be the case when the stakeholders simply do not commit to the change. When solutions are not followed without any proof of undesired effects or 'pressure', it is time to have quality time with the stakeholders to get their buy-ins. A better way to fix this is to get them involved from the beginning. On extreme cases where they simply refuse to change, we need to create a burning platform where they just have no other way but follows. This can be done by creating environment of crisis - either as an organization or as an individual through his/her direct superior.

3. No understanding of the solutions

This happens when our prescribed solutions are not followed properly. Trainings, socialization, and close monitoring in the short term and long term will fix this.

Usually, we know this step will be successful or not way earlier in the project - The best way to handle problems here is to handle them when they are small and new. As soon as we identify no buy-ins or lack of communication, we need to address it even before we go into Step 7.

Selamat Hari Raya Lebaran

I am back!

For now, at least.

It has been quite a hectic several months at my end, and it proves several things, related to Change Management:

1. Creation of a new habit and new routine requires good time management: I started this blog with a serious intent to regularly keep it updated and pour (almost) everything I know about problem solving. Then I got into a strong headwind: Life and everything about it. First of all, I am currently involved in what I would like to call Project Utopia - a long term business transformation through the process of inductive evolution (are you hearing a tune from Tom Cruise's series Mission Impossible? Well, we'll see. This project is going to be a good series to write). Simply put, it is taking a huge amount of my time. Then there are other small pesky things such as Internet connection issue, writer's block, and health issue. My poor time management has put me behind on developing new blogging routine.
2. Creation of a new habit and new routine requires a massive amount of willpower and discipline: Some of you might already think about this as you read point number 1 - All those reasons of being behind in my blog, they look like excuses. Surely you can get around them and write, Dax? Sure I can. I guess I have to admit it. My main issue is not enough will power to move a finger and type, and keep to my daily blogging schedule. Surely it only takes about 15-30 minutes to write a simple blog such as this one, and surely I can always squeeze in that time during the day. We daydream longer than that in a day. Test it out yourself - run a time journal for a week and be surprised at how much hours we waste.
3. Creation of a new habit and new routine requires VISION and REASON - It needs a strong DESIRE: All right. I am not sure if I am 100% correct here. But when I look back and think of why I cannot get the willpower and the discipline I need to create this blog, probably it is because I lost my vision of purpose - perhaps I have become less willing to leave a scratch in the sea of information, and perhaps my head has too much cross talks to focus on why I am writing in the first place.

I am sure there are other reasons (excuses?) for a successful creation of a new habit in your work place (new process, new structure, new job description, new... anything), which is the essential result of any Change Management program. But I am sticking to these three main points: Making sure you spend time to adapt to change, making sure you WANT to change and stay on course of change, and making sure you know WHY you want to change.

Until next time.

Problem Solving Series #2 - Begins with the End in Mind

Stephen Covey said, "Begins with the End in Mind" in the journey of becoming a highly effective person. Jim Womack said, "(A lean enterprise) Specify value from the standpoint of your end-customers."

Mankind is wired in such a way that it will be driven forward by its value.

Although sometimes we forgot.

A good case study to learn from would be the fall and re-birth of Starbucks. Professor John Quelch framed the dilemma Starbucks faced as a question of positioning: If Starbucks wants to be the king of retail chain, then forget premium positioning, it needs to cut the price. However, if Starbucks wants to maintain its neighborhood, cozy store where people hang out in and actually be a 'lifestyle', then its expansion strategy needs to be scrapped and rethought. (See his complete note at his HBR Blog here). Starbucks found itself solving the wrong problems.

Problem Solving Series #1 - The Framework

We would like to re-introduce a makeover of the well-known 7 Steps problem solving method and DMAIC, and call it IDOAIM. It is a 6 steps problem solving approach, and if you look at the steps, you will find it very similar to DMAIC. (Allright, don't get too hung up about the name, or whether it is a 6,5,7, or any number of steps - let's just focus on the core of the concept).

The only differences are that:

1. IDOAIM can naturally be used on virtually any problems, including personal problems. This is due to the fact that basic natures of each steps were kept raw and we did not put in any business and professional term into the model. (You may argue that DMAIC can also be used on any problems, but when is the last time anyone truthfully use DMAIC to solve household financial problems?)
2. IDOAIM focuses on the essence of problem solving. You will get more underlying principles of how the brain operates and how we should approach our problems. There will be less technical and statistical tools - although we are still encouraged to used them.

Important Quote about Organization Learning

"Most people define learning too narrowly as mere "problem-solving", so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. The need to reflect critically on their own behaviour,
identify the ways they often inadvertently contribute to the organisation's problems, and then change how they act." - Chris Argyris (author of Organizational Traps: Leadership, Culture, Organizational Design)

Stuck in the Past

Let's enjoy the following picture

Have you done a self check to see if any of your belief and thought process is still in 1980? That might be the block of your creative process.

Interesting Quote

"First they ignore you, then they ridicule you, then they fight you, then you win." - Mahatma Gandhi




It is not the fault of the people that do not accept our vision and ideas, it is simply the fault of human nature who always find it difficult to process anything, tangible and intangible, that they are not used to or have not seen before.

Too Powerful to Worry

This is a monologue of a very powerful creature:

I am a juggernaut.
I am not afraid of anything.
I have no competition.

After all, I am indestructible.
I have all the tools to be number one.
I don't need anything else.

Change? Adapt? Not for me.

We are Just Not That Good

During my engagement as a management consultant, I often heard the following statement: "Your theory is good and logical. But we just don't have the resource to be *that* good." or "We just cannot be that creative, we cannot change." (we cannot learn).

Sometimes I manage to give them a different perspective and they realize that this kind of statement is very dangerous to be accepted and instilled as the organizational mantra. Not to mention that it is far from the truth.

Sometimes they can't get such perspective.