The Strategic Exchange – The Organizational Change Consultant Report, April 2006
Beyond Problem Solving
Albert Einstein once said "stop thinking of problems. Concentrate on solutions." For decades organizations have focused their energies on solving problems – doing less of something they do not do well. The approach is to identify the problems, analyse the causes, examine the possible solutions and execute the plan of action to facilitate the change.
Problems are the weak links in the system. So if we start with them, how much stronger are we going to get? John Foster Dulles, former Secretary of State said "the measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year". Sometimes leaders and managers find themselves facing the same problems they have already answered. It's not hard to figure out why this is happening. It is because they spend too much time focusing on what will cause the organization to fail.
Another Look
Organizations move in the direction of what they question. If this adage is true, then we need to take another look and begin to learn the best of an organization, its positive core. Therefore, the inquiry has to be strategic and very focused. Instead of investigating complex and problematic issues, we should study high human ideals and achievements such as teamwork, quality out–put and peak experiences. The information gathered will help to identify the distinctive strength that gives the organization life and vitality when functioning at its best. These phenomena tend to flourish because what is studied becomes reality.
Involve the entire organization in the education and training of management and staff, not just the training department, if you want training to be effective in improving the performance and profitability of the organization. Relate the training objectives to the organization's vision and culture.
Let's take an area like customer service. Instead of inquiring about what is wrong with your customer care delivery, ask your clients to describe an incident when you and your staff went the extra mile, to deliver what they wanted when they wanted it. The question you ask will determine what you find. Examine the information gathered and explore what led up to that experience; what contribution was made; who participated; and how members felt in participating in the happenings.
Use the data to determine what customer care might be and how to do more of what makes your customers happy. Then, design your statement or vision and the strategies to realize this dream.
All organizations have something about their past to value. When you seek out the best of "what is" it will help to ignite the collective imagination of "what might be." The aim is to help the members of the organization to collectively envision and create their desired future. Furthermore, it helps to implement vision in ways that successfully translate images of possibilities into reality and beliefs into practice. The methodology results in a win–win situation.
Some of these are:
- Labour and management can unite and create a common–ground vision strategy for the future.
- Meaningful dialogue can be created to foster shared beliefs.
- Accelerate organizational learning through speeding the spread of innovation and amplifying the power of even the smallest victories.
- Build high performance teams to facilitate change.
Appreciate the best of the past so that change becomes a positive experience. Minimize the fear of introducing a novel idea in the organization by bringing forward continuity – experience from the past. This makes people more comfortable to take on change. It can help to increase employees satisfaction, enhance productivity, increase levels of communications among stakeholders, decrease turnover, stimulate creativity and align the organization around its mission, vision, objectives and strategies.
Always remember that "organization is more than a problem that needs to be solved, more than a broken-down machine in need of fixing. It's a human centre full of potential, with infinite capacity and imagination. You cannot tell where the next creative idea will emerge, that might push the organization into new horizons never seen before."
I look forward to hearing from you with your comments and/or questions.
Sharon Ho–Sang
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