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5 Critical Steps in the Change Management Process

• 19 Mar 2020

Businesses must constantly evolve and adapt to meet a variety of challenges—from changes in technology, to the rise of new competitors, to a shift in laws, regulations, or underlying economic trends. Failure to do so could lead to stagnation or, worse, failure.

Approximately 50 percent of all organizational change initiatives are unsuccessful, highlighting why knowing how to plan for, coordinate, and carry out change is a valuable skill for managers and business leaders alike.

Have you been tasked with managing a significant change initiative for your organization? Would you like to demonstrate that you’re capable of spearheading such an initiative the next time one arises? Here’s an overview of what change management is, the key steps in the process, and actions you can take to develop your managerial skills and become more effective in your role.

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What is Change Management?

Organizational change refers broadly to the actions a business takes to change or adjust a significant component of its organization. This may include company culture, internal processes, underlying technology or infrastructure, corporate hierarchy, or another critical aspect.

Organizational change can be either adaptive or transformational:

• Adaptive changes are small, gradual, iterative changes that an organization undertakes to evolve its products, processes, workflows, and strategies over time. Hiring a new team member to address increased demand or implementing a new work-from-home policy to attract more qualified job applicants are both examples of adaptive changes.
• Transformational changes are larger in scale and scope and often signify a dramatic and, occasionally sudden, departure from the status quo. Launching a new product or business division, or deciding to expand internationally, are examples of transformational change.

Change management is the process of guiding organizational change to fruition, from the earliest stages of conception and preparation, through implementation and, finally, to resolution.

As a leader, it’s essential to understand the change management process to ensure your entire organization can navigate transitions smoothly. Doing so can determine the potential impact of any organizational changes and prepare your teams accordingly. When your team is prepared, you can ensure everyone is on the same page, create a safe environment, and engage the entire team toward a common goal.

Change processes have a set of starting conditions (point A) and a functional endpoint (point B). The process in between is dynamic and unfolds in stages. Here’s a summary of the key steps in the change management process.

Check out our video on the change management process below, and subscribe to our YouTube channel for more explainer content!

5 Steps in the Change Management Process

1. prepare the organization for change.

For an organization to successfully pursue and implement change, it must be prepared both logistically and culturally. Before delving into logistics, cultural preparation must first take place to achieve the best business outcome.

In the preparation phase, the manager is focused on helping employees recognize and understand the need for change. They raise awareness of the various challenges or problems facing the organization that are acting as forces of change and generating dissatisfaction with the status quo. Gaining this initial buy-in from employees who will help implement the change can remove friction and resistance later on.

2. Craft a Vision and Plan for Change

Once the organization is ready to embrace change, managers must develop a thorough, realistic, and strategic plan for bringing it about.

The plan should detail:

• Strategic goals: What goals does this change help the organization work toward?
• Key performance indicators: How will success be measured? What metrics need to be moved? What’s the baseline for how things currently stand?
• Project stakeholders and team: Who will oversee the task of implementing change? Who needs to sign off at each critical stage? Who will be responsible for implementation?
• Project scope: What discrete steps and actions will the project include? What falls outside of the project scope?

While it’s important to have a structured approach, the plan should also account for any unknowns or roadblocks that could arise during the implementation process and would require agility and flexibility to overcome.

3. Implement the Changes

After the plan has been created, all that remains is to follow the steps outlined within it to implement the required change. Whether that involves changes to the company’s structure, strategy, systems, processes, employee behaviors, or other aspects will depend on the specifics of the initiative.

During the implementation process, change managers must be focused on empowering their employees to take the necessary steps to achieve the goals of the initiative and celebrate any short-term wins. They should also do their best to anticipate roadblocks and prevent, remove, or mitigate them once identified. Repeated communication of the organization’s vision is critical throughout the implementation process to remind team members why change is being pursued.

4. Embed Changes Within Company Culture and Practices

Once the change initiative has been completed, change managers must prevent a reversion to the prior state or status quo. This is particularly important for organizational change related to business processes such as workflows, culture, and strategy formulation. Without an adequate plan, employees may backslide into the “old way” of doing things, particularly during the transitory period.

By embedding changes within the company’s culture and practices, it becomes more difficult for backsliding to occur. New organizational structures, controls, and reward systems should all be considered as tools to help change stick.

5. Review Progress and Analyze Results

Just because a change initiative is complete doesn’t mean it was successful. Conducting analysis and review, or a “project post mortem,” can help business leaders understand whether a change initiative was a success, failure, or mixed result. It can also offer valuable insights and lessons that can be leveraged in future change efforts.

Ask yourself questions like: Were project goals met? If yes, can this success be replicated elsewhere? If not, what went wrong?

The Key to Successful Change for Managers

While no two change initiatives are the same, they typically follow a similar process. To effectively manage change, managers and business leaders must thoroughly understand the steps involved.

Some other tips for managing organizational change include asking yourself questions like:

• Do you understand the forces making change necessary? Without this understanding, it can be difficult to effectively address the underlying causes that have necessitated change, hampering your ability to succeed.
• Do you have a plan? Without a detailed plan and defined strategy, it can be difficult to usher a change initiative through to completion.
• How will you communicate? Successful change management requires effective communication with both your team members and key stakeholders. Designing a communication strategy that acknowledges this reality is critical.
• Have you identified potential roadblocks? While it’s impossible to predict everything that might potentially go wrong with a project, taking the time to anticipate potential barriers and devise mitigation strategies before you get started is generally a good idea.

How to Lead Change Management Successfully

If you’ve been asked to lead a change initiative within your organization, or you’d like to position yourself to oversee such projects in the future, it’s critical to begin laying the groundwork for success by developing the skills that can equip you to do the job.

Completing an online management course can be an effective way of developing those skills and lead to several other benefits . When evaluating your options for training, seek a program that aligns with your personal and professional goals; for example, one that emphasizes organizational change.

Do you want to become a more effective leader and manager? Explore Leadership Principles , Management Essentials , and Organizational Leadership —three of our online leadership and management courses —to learn how you can take charge of your professional development and accelerate your career. Not sure which course is the right fit? Download our free flowchart .

This post was updated on August 8, 2023. It was originally published on March 19, 2020.

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The Hard Side of Change Management

• Harold L. Sirkin,
• Perry Keenan,
• Alan Jackson

Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are obsessed with “soft” issues, such as culture and motivation, but, say the authors, focusing on these issues alone won’t bring about change. Companies also need to consider the hard factors—like the time it takes to complete a change initiative, the number of people required to execute it, and so forth.

When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success versus failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations about projects, to gauge whether projects are on track or in trouble, and to manage project portfolios.

The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. Not only has the correlation held, but no other factors (or combination of factors) have predicted outcomes as successfully.

Companies must pay as much attention to the hard side of change management as they do to the soft aspects. By rigorously focusing on four critical elements, they can stack the odds in favor of success.

The Idea in Brief

Two out of every three transformation programs fail. Why? Companies overemphasize the soft side of change: leadership style, corporate culture, employee motivation. Though these elements are critical for success, change projects can’t get off the ground unless companies address harder elements first.

The essential hard elements? Think of them as DICE:

• D uration: time between milestone reviews—the shorter, the better
• I ntegrity: project teams’ skill
• C ommitment: senior executives’ and line managers’ dedication to the program
• E ffort: the extra work employees must do to adopt new processes—the less, the better

By assessing each DICE element before you launch a major change initiative, you can identify potential problem areas and make the necessary adjustments (such as reconfiguring a project team’s composition or reallocating resources) to ensure the program’s success. You can also use DICE after launching a project—to make midcourse corrections if the initiative veers off track.

DICE helps companies lay the foundation for successful change. Using the DICE assessment technique, one global beverage company executed a multiproject organization-wide change program that generated hundreds of millions of dollars, breathed new life into its once-stagnant brands, and cracked open new markets.

The Idea in Practice

Conducting a DICE Assessment

Your project has the greatest chance of success if the following hard elements are in place:

A long project reviewed frequently stands a far better chance of succeeding than a short project reviewed infrequently. Problems can be identified at the first sign of trouble, allowing for prompt corrective actions. Review complex projects every two weeks; more straightforward initiatives, every six to eight weeks.

A change program’s success hinges on a high-integrity, high-quality project team. To identify team candidates with the right portfolio of skills, solicit names from key colleagues, including top performers in functions other than your own. Recruit people who have problem-solving skills, are results oriented, and are methodical but tolerate ambiguity. Look also for organizational savvy, willingness to accept responsibility for decisions, and a disdain for the limelight.

If employees don’t see company leaders supporting a change initiative, they won’t change. Visibly endorse the initiative—no amount of public support is too much. When you feel you’re “talking up” a change effort at least three times more than you need to, you’ve hit it right.

Also continually communicate why the change is needed and what it means for employees. Ensure that all messages about the change are consistent and clear. Reach out to managers and employees through one-on-one conversations to win them over.

If adopting a change burdens employees with too much additional effort, they’ll resist. Calculate how much work employees will have to do beyond their existing responsibilities to implement the change. Ensure that no one’s workload increases more than 10%. If necessary, remove nonessential regular work from employees with key roles in the transformation project. Use temporary workers or outsource some processes to accommodate additional workload.

Using the DICE Framework

Conducting a DICE assessment fosters successful change by sparking valuable senior leadership debate about project strategy It also improves change effectiveness by enabling companies to manage large portfolios of projects. Example: 

A manufacturing company planned 40 projects as part of a profitability-improvement program. After conducting a DICE assessment for each project, leaders and project owners identified the five most important projects and asked, “How can we ensure these projects’ success?” They moved people around on teams, reconfigured some projects, and identified initiatives senior managers should pay more attention to—setting up their most crucial projects for resounding success.

When French novelist Jean-Baptiste Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject. They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed. They’ve sanctified the importance of changing organizational culture and employees’ attitudes. They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change. And they’ve exhorted companies to launch campaigns that appeal to people’s hearts and minds. Still, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same.

• HS Harold L. Sirkin is a Chicago-based senior partner of The Boston Consulting Group, and coauthor of Globality: Competing with Everyone from Everywhere for Everything .
• PK Perry Keenan is a senior partner and managing director of The Boston Consulting Group based in Chicago. He is a member of the firm’s senior leadership teams for the operations and organization practice areas and the global leader for the firm’s change management topic.
• AJ Alan Jackson ( [email protected] ) is a BCG senior vice president in Sydney, Australia. Visit the BCG website for more on change management and an interactive DICE tool.

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Leadership strategies for evolving health care executives, related articles, health system leaders face disruption and uncertainty in 2024, how to build, manage, and maintain strong teams in the modern health care space, reinvigorate your health care system: build meta-leadership into your practices and thinking, change management: why it’s so important, and so challenging, in health care environments.

by Katherine J. Igoe

Medical professionals excel at finding solutions in patient care. “We are great at coming up with the ‘next big thing’: we have brilliant people who are at the front lines of innovation,” says Louise Keogh Weed , program director of the Leadership Strategies for Evolving Health Care Executives program and a practice transformation specialist at the Harvard Medical School Center for Primary Care. “Where we fall short is actually implementing it, because it’s a different skill set and fewer people want to do it.”

Thus, it can be easy to ideate and harder to execute on brilliant ideas in health care—which means, generally, that the industry is constantly at risk of coming up with ideas but not delivering on maximum impact. The challenges are manifold, but the unique systemic, monetary, and hierarchical challenges in these environments make change particularly thorny. “Health care is filled with moral injury, because you’re constantly failing—you want to help people, and the system isn’t built to do that,” says Keogh Weed.

But change management takes into account the various barriers to success. When done properly, it lays out a step-by-step process to identify a challenge, make changes, and execute successfully. It’s not as easy as it sounds. “Change management makes you use every tool in your leadership toolbox to be successful,” says Keogh Weed. 

Kotter’s 8-Step Process for Leading Change

As originated by Dr. John Kotter, there’s an 8-step process to execute change management:

• Create urgency: get the attention of the team/community about the importance of making change. This step involves convincing them that it’s important to act immediately, and highlighting the consequences of not changing.
• Form a guiding coalition: make a team with key stakeholders to drive this change forward. Prioritize finding multidisciplinary, potentially even opposing members with a wealth of cognitive diversity to ensure efficacy.  
• Create a vision: make a vision statement and strategic initiatives that will guide the coalition. This allows for accountability in decision-making and centers a commitment to shaping and improving the community culture.
• Rally and communicate: balancing both support for and opposition to the goal, bring people together around this shared vision but allow for anger, resistance, and debate. Model this behavior and show openness to feedback and error.
• Remove barriers and empower: get rid of obstacles (institutional or otherwise) to the changes that the coalition identifies. Share information as it arises, encourage risk-taking, and work cross-functionally to help the coalition move forward. 
• Execute on and celebrate short-term wins: have an easily achievable goal in mind that you can tout as proof of the goal’s efficacy. This also helps to reward team member contributions and build momentum for future action items.
• Don’t let up: as the coalition moves forward with recommendations, make necessary institutional changes. This can involve hiring, promoting, implementing tools or training, establishing new projects, and other systemic improvements. 
• Further cultural and institutional change: make these recommendations part of the organization. Forming new habits and unlearning the old ones can involve training and a new reward system for workers. Monitor efficacy and find ways to improve.

To Kotter’s steps, Keogh Weed adds two core concepts that play a role in effective change management: 

• The Three Dimensions of Success: framed as a triangle, the three points stand for results, process, and relationships. Each is as important as the others—it’s not just about the end result, in other words, but about how the results are obtained and how team members work together. As Keogh Weed notes, “We are very results-oriented in health care, but process and relationships make things sustainable.”
• Kurt Lewin’s Stage Theory of Change: the circular process of “unfreezing” the current status quo, “changing” operational and cultural norms, and “refreezing” with new changes in place. Critically, this process repeats as necessary when a leader identifies the need. 

Pitfalls to Avoid in Change Management Execution

Keogh Weed cautions that, while Kotter’s steps don’t necessarily always proceed in order, the latter steps are impossible without the former ones. It’s critically important to think through the change(s) in a systematic, methodical way. The first step, for example, poses a particular problem in health care because so much is urgent. COVID-19 was and is a perfect example of something that’s truly time-sensitive; Keogh Weed saw practices change their health delivery systems in a week to account for remote access and safe patient care. Knowing why a problem needs solving, right now, is essential to change management.  

The steps that will pose the greatest challenges for leaders will depend on their personality and leadership style. When set up properly, though, the steps can cascade in a positive way and get easier over time—or they can cascade negatively if leaders don’t implement proper planning and strategy at an earlier stage. For example, skipping immediately to execution (steps 5 and 6) based on an executive decision is another common mistake, since it can come off as superior and patronizing. In the hierarchical, fast-paced world of health care particularly, a leader may feel tempted to gloss over the strategic steps. 

“You’re constantly wrestling with the stakes being high and feeling like we need to move fast—but, if we don’t slow down and do this right, we’re not going to do a very good job. It’s a leader’s responsibility to sit with both of those things and manage people through it,” says Keogh Weed. 

The same goes for excessive rigidity. If a guiding coalition starts work on a particular problem, and then decides that they’re actually focusing on the wrong issue, it may be necessary to go back several steps, realign the vision statement, and execute on a different goal—taking more time in the process. If a leader forces the process of change and innovation to go step by step without any flexibility, the intervention won’t be as effective.

What to Look for in Effective Change Management

Good change management means leaders identify the correct problem(s) that need to be solved before they even get to step 1 and communicate effectively throughout, encouraging coalition members instead of dissuading them. Reducing hierarchy is critical. Change management might mean bringing physicians and medical assistants in the same room and having both perspectives matter equally in the context of problem-solving. This can be challenging, so it’s up to the leader to ensure discussion remains productive and respectful—creating and sustaining psychological safety. 

A leader also needs to pay close attention to burnout. Coalition members who attempt to make changes but are unsuccessful can feel exhausted and lose confidence. This is particularly true if, mid-way through solving a problem, the groups need to abandon or switch focus. Change management isn’t as effective when the guiding members are burned out—already a common problem in health care—and feeling like they’re not getting anything done. Thus, step 6 is particularly tricky, and particularly essential. “How do you define success in a way that’s tangible enough for people that you’re moving things forward without it being disingenuous?” Keogh Weed explains.

Throughout the process, leaders need to work on refining and growing their leadership and management skills. Change management requires them to toggle effectively between the micro- and macroscopic needs of the project quickly and effectively, without being either overconfident or indecisive. “It brings us back to those fundamentals that we need to be continually working on throughout our careers,” says Keogh Weed. “We often feel like we’re good on that front as we’re thinking about the bigger picture, but without that piece, we’re not getting anywhere.”

Health care executives looking to learn more about conflict resolution, operational analysis, employee management, and quality management techniques may be interested in our program, Leadership Strategies for Evolving Health Care Executives .  

Harvard T.H. Chan School of Public Health offers Leadership Strategies for Evolving Health Care Executives .   , an on campus program designed to develop skills in conflict resolution, operational analysis, employee management, and quality management to achieve individual and organizational goals.

40 problem-solving techniques and processes

All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.

Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .

In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.

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What is problem solving?

Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.

For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.

Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.

Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.

What is the seven step problem solving process?

A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.

With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.

You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.

We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.

The seven-step problem solving process is:

1. Problem identification 

The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.

Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.

2. Problem analysis and refinement

The process of problem analysis means ensuring that the problem you are seeking to solve is  the   right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.

At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.

Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.

Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or techniquess designed to produce working prototypes of possible solutions. 

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can often come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold. 

4. Solution development

No solution is perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically. 

During this stage, you will often ask your team to iterate and improve upon your front-running solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose. 

5. Decision making and planning

Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.

Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

Set clear accountabilities, actions, timeframes, and follow-ups for your chosen solution. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group. 

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved. 

6. Solution implementation 

This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.

You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.

You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization. 

It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.

What does an effective problem solving process look like?

Every effective problem solving process begins with an agenda . In our experience, a well-structured problem solving workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.

This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.

Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!

For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.

Whatever the length of your workshop, by using SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Complete problem-solving methods

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

The Six Thinking Hats   #creative thinking   #meeting facilitation   #problem solving   #issue resolution   #idea generation   #conflict resolution   The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.

Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

Agreement-Certainty Matrix   #issue analysis   #liberating structures   #problem solving   You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic .  A problem is simple when it can be solved reliably with practices that are easy to duplicate.  It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably.  A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail.  Chaotic is when the context is too turbulent to identify a path forward.  A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”  The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for brainstorming solutions

Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.

Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.

Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.

By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.

Making Space with TRIZ   #issue analysis   #liberating structures   #issue resolution   You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

The Creativity Dice   #creativity   #problem solving   #thiagi   #issue analysis   Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

Idea and Concept Development

Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.

In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.

Idea & Concept Development   #hyperisland   #innovation   #idea generation   Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.

Problem-solving techniques for developing and refining solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.

Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.

Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.

1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.

This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.

1-2-4-All   #idea generation   #liberating structures   #issue analysis   With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

15% Solutions   #action   #liberating structures   #remote-friendly   You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference.  15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change.  With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

Problem-solving techniques for making decisions and planning

After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.

Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.

How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

Impact and Effort Matrix   #gamestorming   #decision making   #action   #remote-friendly   In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.

Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.

This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.

MoSCoW   #define intentions   #create   #design   #action   #remote-friendly   MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.

When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.

Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.

• Responsibility  (Which person and/or team will be taking action?)
• Authority  (At what “point” must the responsible person check in before going further?)
• Accountability  (Who must the responsible person check in with?)
• Consultation  (Who must be consulted by the responsible person before decisions are made?)
• Information  (Who must be informed of decisions, once made?)

Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.

RAACI   #roles and responsibility   #teamwork   #project management   Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.

Problem-solving warm-up activities

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process. Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Closing activities for a problem-solving process

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Tips for effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Create psychologically safe spaces for discussion

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner.

It can be tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

Save time and effort creating an effective problem solving process

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

James Smart is Head of Content at SessionLab. He’s also a creative facilitator who has run workshops and designed courses for establishments like the National Centre for Writing, UK. He especially enjoys working with young people and empowering others in their creative practice.

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

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Culture Development

Change management skills: essental & effective.

• February 26, 2024

In today’s fast-paced and ever-changing business environment, change management has become a critical aspect of organizational success. Companies that can effectively navigate change are more likely to adapt, remain competitive, and thrive in challenging circumstances. Understanding the importance of change management and developing the necessary skills is essential for leaders and professionals at all levels . This article explores the key skills required for successful change management and provides practical tips for developing and enhancing these skills.

Understanding the Importance of Change Management

Change management plays a crucial role in business by facilitating the smooth transition from old to new processes, systems, and strategies. It involves managing the human side of change to minimize resistance, foster employee engagement, and maximize the desired outcomes. Change management directly impacts organizational performance, employee morale, and customer satisfaction, making it a critical discipline for leaders and managers.

Change management is not just about implementing new technologies or processes; it is about understanding the impact of change on individuals and the organization as a whole. It requires effective communication, stakeholder engagement, and a clear vision for the future. By addressing the human element of change, organizations can navigate through the complexities and challenges that arise during periods of transformation.

The Role of Change Management in Business

Effective change management provides organizations with a structured approach to dealing with change. It ensures that employees understand the reason for change, the expected benefits, and their role in the process. Additionally, it helps align different departments and stakeholders, fosters collaboration and minimizes disruptions during implementation.

During times of change, employees may experience fear, uncertainty, and resistance. Change management helps address these concerns by providing support, training, and resources to help individuals adapt to new ways of working. By involving employees in the change process and addressing their concerns, organizations can build trust and commitment, leading to a smoother transition and increased likelihood of success.

Why Change Management Matters

Change can be challenging and disruptive, both at an individual and organizational level. Without proper change management, organizations risk encountering resistance, confusion, and decreased productivity. By embracing change management practices, leaders can effectively manage resistance, promote acceptance, and create a positive work environment that supports successful change implementation.

Change management also enables organizations to stay competitive in a rapidly evolving business landscape. In today’s dynamic markets, businesses need to be agile and adaptable to survive and thrive. By proactively managing change, organizations can anticipate and respond to market shifts, technological advancements, and customer demands.

Moreover, change management fosters a culture of continuous improvement and learning within an organization. It encourages employees to embrace change as an opportunity for growth and development. By empowering employees to be change agents, organizations can tap into their creativity and innovation, driving long-term success.

In conclusion, change management is a critical discipline that helps organizations navigate through periods of transformation. It ensures that employees are engaged, informed, and supported during times of change, leading to improved business outcomes and a competitive advantage in the market.

Key Skills for Successful Change Management

Change management requires a unique set of skills that enable leaders to guide their teams through the change process effectively. While there are several skills involved, the following four are particularly crucial:

Communication Skills

Effective communication is paramount in change management. Clear and transparent communication helps employees understand the need for change, reduces uncertainty, and encourages engagement. Excellent listening skills and the ability to tailor messages to different audiences are essential for successful change communication.

Furthermore, effective communication involves not only conveying information but also actively seeking feedback and understanding the concerns and perspectives of employees. This two-way communication fosters a sense of inclusion and allows for open dialogue, which can lead to more successful change implementation.

Leadership Skills

Leadership skills are vital for driving change and inspiring others to embrace it. Leaders must be able to create a compelling vision, set clear goals, and motivate their teams. They should lead by example, provide support, and create a culture of trust and collaboration.

In addition to these fundamental leadership skills, change management requires leaders to be adaptable and resilient. They must be able to navigate through uncertainty and ambiguity, making decisions and adjustments as needed. Effective change leaders also possess strong emotional intelligence, allowing them to understand and manage their own emotions and those of their team members during times of change.

Problem-Solving Skills

Change often presents challenges and obstacles that require effective problem-solving skills. Being able to identify and address potential issues, think critically, and develop creative solutions are key to overcoming barriers and ensuring a successful change implementation.

Problem-solving skills in change management involve not only addressing immediate problems but also anticipating and mitigating potential risks. Change leaders must have the ability to analyze complex situations, gather relevant data, and make informed decisions to overcome obstacles and keep the change process on track.

Decision-Making Skills

Change management involves making numerous decisions, often under pressure. Leaders must be skilled in evaluating different alternatives, considering potential risks and benefits, and making informed decisions that align with the organization’s objectives and values. Strong decision-making skills are crucial for navigating through uncertainty and complexity.

Furthermore, effective decision-making in change management requires a balance between analytical thinking and intuition. Leaders must be able to gather and analyze data, consult with relevant stakeholders, and trust their instincts to make timely and effective decisions that support the overall change effort.

In conclusion, successful change management relies on a combination of communication, leadership, problem-solving, and decision-making skills. Developing and honing these skills will empower leaders to guide their teams through change with confidence and achieve positive outcomes.

Developing Your Skills for Change Management

While some individuals may naturally possess certain skills for change management, most skills can be developed through intentional effort and practice. Below are strategies for enhancing the essential change management skills:

Enhancing Your Communication Abilities

Effective communication is a crucial skill in change management. It allows you to convey your ideas, concerns, and expectations clearly to others. To enhance your communication abilities, take the time to hone your skills through various methods:

• Attend workshops or seminars that focus on effective communication techniques.
• Read books or articles written by experts in the field of communication.
• Seek feedback from colleagues and team members to understand how you can improve.

Additionally, practice active listening, empathy, and adaptability in your daily interactions. Active listening involves fully concentrating on what others are saying, understanding their perspective, and responding appropriately. Empathy allows you to put yourself in someone else’s shoes, understanding their emotions and experiences. Adaptability enables you to adjust your communication style to meet the needs of different individuals or situations.

Building Strong Leadership Qualities

Change management often requires effective leadership to guide individuals and teams through the process. To build strong leadership qualities, consider the following strategies:

• Invest in leadership development programs or courses that focus on enhancing your leadership skills.
• Seek out mentoring relationships with experienced leaders who can provide guidance and support.
• Take advantage of networking opportunities to connect with other leaders and learn from their experiences.

Focus on building self-awareness, fostering emotional intelligence, and developing your ability to inspire and motivate others. Self-awareness allows you to understand your strengths, weaknesses, and values, enabling you to lead authentically. Emotional intelligence involves recognizing and managing your own emotions, as well as understanding and empathizing with the emotions of others. Inspiring and motivating others involves creating a compelling vision, setting clear goals, and providing support and encouragement along the way.

Improving Your Problem-Solving Techniques

Change often brings about new challenges and problems that need to be addressed. To improve your problem-solving techniques, consider the following strategies:

• Engage in problem-solving exercises or activities that simulate real-world scenarios.
• Participate in brainstorming sessions with colleagues or team members to generate innovative ideas.
• Attend workshops or training sessions that focus on problem-solving skills and techniques.

Learn how to analyze situations, gather relevant information, and generate innovative solutions. Practice critical thinking and encourage your team to do the same. Critical thinking involves objectively evaluating information, considering different perspectives, and making informed decisions based on evidence and logic.

Sharpening Your Decision-Making Skills

Effective decision-making is essential in change management, as it involves choosing the best course of action among various options. To sharpen your decision-making skills, consider the following strategies:

• Seek input from diverse perspectives to gain a comprehensive understanding of the situation.
• Weigh the pros and cons of different options to evaluate their potential outcomes.
• Consider the long-term implications of your decisions, taking into account potential risks and benefits.

Develop your intuition and judgment by reflecting on past decisions and learning from both successes and failures. Continuous improvement in decision-making allows you to make more informed and effective choices, leading to successful change management outcomes.

Overcoming Challenges in Change Management

Change management often comes with its fair share of challenges. By being prepared and proactive, leaders can navigate these challenges more effectively. The following are common challenges and strategies for overcoming them:

Dealing with Resistance to Change

Resistance to change is natural and expected. Leaders should anticipate resistance, involve employees in the change process, provide clear communication, and address concerns and fears. By actively engaging employees and addressing resistance, leaders can mitigate its negative effects and build support for the change.

One effective strategy for dealing with resistance is to create a sense of urgency. When employees understand the reasons behind the change and the potential benefits it can bring, they are more likely to embrace it. Leaders can communicate the need for change through town hall meetings, team discussions, and individual conversations. By emphasizing the positive outcomes and the risks of not changing, leaders can help employees see the value in embracing the change.

Another strategy is to provide training and support. Change can be overwhelming, and employees may resist simply because they feel ill-equipped to handle the new processes or technologies. By offering comprehensive training programs and ongoing support, leaders can empower employees to embrace the change and feel confident in their ability to adapt.

Managing Change in a Diverse Workplace

In today’s diverse workplaces, change management must consider the unique needs, perspectives, and cultural backgrounds of employees. Leaders should foster inclusivity, promote open dialogue, and create an environment that celebrates diversity. By valuing diverse input, leaders can build stronger relationships and drive change that is more inclusive and sustainable.

One way to manage change in a diverse workplace is to establish diverse change teams. By including employees from different backgrounds and levels of the organization, leaders can ensure that the change process takes into account various perspectives and experiences. This approach not only helps in identifying potential challenges but also generates innovative solutions that cater to the diverse needs of the workforce.

Additionally, leaders should actively seek feedback and input from employees. By creating channels for open dialogue, leaders can gain valuable insights into how the change may impact different individuals or groups. This feedback can then be used to refine the change strategy and address any unintended consequences or barriers that may arise.

Navigating Through Uncertainty and Risk

Change can often bring uncertainty and risk. Leaders must assess risks and develop contingency plans to address potential obstacles. Effective change management involves continuous monitoring, adjusting plans as needed, and fostering a culture of agility and adaptability. By actively managing risks and uncertainty, leaders can increase the likelihood of successful change implementation.

One strategy for navigating through uncertainty is to establish clear communication channels. Leaders should provide regular updates on the progress of the change, address any emerging concerns or challenges, and ensure that employees are informed and engaged throughout the process. By keeping everyone well-informed, leaders can reduce anxiety and build trust.

Another important aspect of managing uncertainty is to involve key stakeholders in the decision-making process. By seeking input from those who will be directly impacted by the change, leaders can gain valuable insights and increase the chances of successful implementation. This collaborative approach not only helps in identifying potential risks but also generates buy-in and support from those involved.

Furthermore, leaders should encourage a culture of learning and experimentation. Change often involves trying new approaches or technologies, and not everything will go according to plan. By fostering a mindset that embraces failure as an opportunity for growth, leaders can create an environment where employees feel empowered to take risks and learn from their experiences.

In today’s dynamic business landscape, effective change management skills are essential for leaders and professionals. By understanding the importance of change management experience, developing key skills, and overcoming common challenges, individuals and organizations can navigate change successfully and thrive. Invest in your change management skills and make them a priority to stay ahead in an ever-changing world.

Contact us today to learn how culture can transform your business.

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• August 15, 2024

Forge Stronger Bonds with These Team Accountability Exercises

Powerful quotes on accountability at work, what defines a cohesive team and how to cultivate one, what can we help you find.

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In 1953, Alex Osborn [of the ad agency BBDO] wrote a book titled “Applied Imagination: Principles and Procedures of Creative Problem-Solving.” This book was one of the first to write about how brainstorming and creative problem-solving could be applied as a structured process. Here are the key elements of the CPS process. In the 1950's Osborn developed his work with Sid Parnes. This was nurtured and developed at the Creative Education Foundation.You can review a clear and simple outline of this model with updated refinements at Two key themes in the Osborn-Parnes approach are firstly the belief that creative thinking is a taught skill. This may seem obvious now but in the 1950s this broke the established paradigm that people were born with inherent creative skills - or not. The second key theme is the use of convergent and divergent thinking at each stage of the CPS process. This involves learning ways to identify and balance expanding and contracting thinking and knowing when to apply them. For a fuller explanation of these and other core principles and for supporting resources please check out the is a "catch-all" phrase that describes a complex and multi-dimensional set of behaviours and processes that are necessary to help an organisation - and the individual people within it - to move from "where we are now" to "where we want to be" However, a successful change initiative (typically only 30% do succeed) ensures the fulfillment of a , and the implementation of the strategy that is intended to make this happen. Contrary to the typical , the full implementation of the strategy is more than the successful delivery of new capabilities (via project successes) - it depends on the . So if the envisaged organisational benefits are not realised, then the change has initiative has failed. A most simple and obvious example of this is the adoption and implementation of new IT systems by an organisation, where so often the total focus is on the physical implementation and integration of the new systems. Once this has been achieved, the project is usually declared a success. However, unless or until the users of these new systems adopt and fully use the new systems there will be no organisational benefit. This highlights the crux of all change initiatives - successful change management is entirely dependent on bringing your people with you. Without this, the envisaged benefits of the vision and strategy remain envisaged but not actually realised. But anything that involves (let alone depends upon) people is going to be fraught with problems, and this especially true with change management. So, whilst applying all of the elements of "The Complete Method of Creative Problem Solving" outlined above, effective problem solving strategies in the context of a change initiative involve and revolve entirely around people. Problem solving strategies in change management have 3 interconnected and mutually dependent components: - that provides , that creates a change adaptive culture, that engages the workforce emotionally as well as rationally, and that recognises that enterprise goals are only reached when the individuals comprising workforce are also fulfiled, in short - leadership that operates from a position of considerable . - that recognises that their role in problem solving is largely facilitative, that is not afraid to encourage collaboration and teamwork, and management that understands and benefits from engaging directly with the to problem solving. - (that is all of those people who are not in management or supervisory roles) - these are the people who actually do the work, who implement the technology and business processes, who interface with the customer - who do what the problems are and how they can solved - who need to led, encouraged and faciilitated in this process - and yet are so often ignored! Return from "Problem Solving Strategies" to: More From Forbes The 4 most effective ways leaders solve problems. Share to Facebook Share to Twitter Share to Linkedin With as many problems as we are all faced with in our work and life, it seems as if there is never enough time to solve each one without dealing with some adversity along the way.  Problems keep mounting so fast that we find ourselves taking short-cuts to temporarily alleviate the tension points – so we can move onto the next problem. In the process, we fail to solve the core of each problem we are dealt; thus we continuously get caught in the trap of a never-ending cycle that makes it difficult to find any real resolutions.  Sound familiar? Problem solving is the essence of what leaders exist to do.  As leaders, the goal is to minimize the occurrence of problems – which means we must be courageous enough to tackle them head-on before circumstances force our hand.  We must be resilient in our quest to create and sustain momentum for the organization and people we serve. But the reality of the workplace   finds us dealing with people that complicate matters with their corporate politicking, self-promotion, power-plays and ploys, and envy. Silos, lack of budgets and resources, and many other random acts or circumstances also make it harder for people to be productive. Competitors equally create problems for us when they unexpectedly convert a long-standing client, establish a new industry relationship, or launch a new product, brand or corporate strategy.   Mergers & acquisitions keep us on our toes and further distract us from solving existing problems by creating new ones. As Karl Popper , one of the most influential 20 th century philosophers of science, once eloquently stated, “All life is problem solving.” I’ve often contended that the best leaders are the best problem solvers. They have the patience to step back and see the problem at-hand through broadened observation; circular vision. They see around, beneath and beyond the problem itself. They see well-beyond the obvious. The most effective leaders approach problems through a lens of opportunity . Leaders who lack this wisdom approach problems with linear vision – thus only seeing the problem that lies directly in front of them and blocking the possibilities that lie within the problem. As such, they never see the totality of what the problem represents; that it can actually serve as an enabler to improve existing best practices, protocols and standard operating procedures for growing and competing in the marketplace. They never realize that, in the end, all problems are the same – just packaged differently . A leader must never view a problem as a distraction, but rather as a strategic enabler for continuous improvement and opportunities previously unseen. When I launched my first venture in the food industry , we had a problem with the adhesion of the labels to the glass jar packaging of our products that affected nearly 20% of an initial shipment.  As circumstances would have it, this was the first shipment to a new client that was “testing” our new products in 200 stores with an opportunity to expand our distribution to over 2500 stores nationally.  Instead of panicking, we took a problem solving approach that involved multiple steps and resulted in a full-blown change management effort with our label supplier, manufacturer, trucking company and client.  Rather than viewing this problem simply as a hurdle that could potentially lose us the client, we took proactive measures (and a financial investment) to show our new client that we were capable of not only solving the problem – but earning their trust by responding promptly and efficiently  with a comprehensive step-by-step incident report that included our change management efforts. This experience taught us many lessons about our company and helped us to avoid many unforeseen problems.  The ROI from how we handled this problem helped open our eyes to many elements that were previously being overlooked – and in the long run it helped enable us to grow the business. Whether you are a leader for a large corporation or a small business owner, here are the four most effective ways to solve problems. 1.  Transparent Communication Problem solving requires transparent communication where everyone’s concerns and points of view are freely expressed. I’ve seen one too many times how difficult it is to get to the root of the matter in a timely manner when people do not speak-up. Yes, communication is a fundamental necessity. That is why when those involved in the problem would rather not express themselves – fearing they may threaten their job and/or expose their own or someone else’s wrong-doing – the problem solving process becomes a treasure hunt. Effective communication towards problem solving happens because of a leader’s ability to facilitate an open dialogue between people who trust her intentions and feel that they are in a safe environment to share why they believe the problem happened as well as specific solutions. Once all voices have been heard and all points of view accounted for, the leader (with her team) can collectively map-out a path toward a viable and sustainable solution.  As fundamental as communication may sound, don’t ever assume that people are comfortable sharing what they really think . This is where a leader must trust herself and her intuition enough to challenge the team until accountability can be fairly enforced and a solution can been reached. 2.  Break Down Silos Transparent communication requires you to break down silos and enable a boundary-less organization whose culture is focused on the betterment of a healthier whole.    Unnecessary silos invite hidden agendas rather than welcome efficient cross-functional collaboration and problem solving. Organizational silos are the root cause of most workplace problems and are why many of them never get resolved. This is why today’s new workplace must embrace an entrepreneurial spirit where employees can freely navigate and cross-collaborate to connect the problem solving dots; where everyone can be a passionate explorer who knows their own workplace dot and its intersections .  When you know your workplace dot, you have a much greater sense of your sphere of influence . This is almost impossible to gauge when you operate in silos that potentially keep you from having any influence at all. In a workplace where silos exist,  problem solving is   more difficult  because you are more likely dealing with self-promoters – rather than  team players fostered by a cross functional environment..  When you operate in a siloed environment where everyone wants to be a star, it becomes increasingly difficult to help make anything or anyone better. This is when problem solving becomes a discouraging task. Breaking down silos allows a leader to more easily engage their employees to get their hands dirty and solve problems together . It becomes less about corporate politicking and more about finding resolutions and making the organization stronger. 3.  Open-minded People Breaking down silos and communication barriers requires people to be open-minded.  In the end, problem solving is about people working together to make the organization and the people it serves better. Therefore, if you are stuck working with people that are closed-minded, effective problem solving becomes a long and winding road of misery. There are many people in the workplace that enjoy creating unnecessary chaos so that their inefficiencies are never exposed. These are the types of people ( loafers and leeches ) that make it difficult for problems to get solved because they slow the process down while trying to make themselves look more important.  Discover the lifters and high-potential leaders within the organization and you will see examples of the benefits of being open-minded and how this eventually leads to more innovation and initiative. Open-minded people see beyond the obvious details before them and view risk as their best friend . They tackle problems head-on and get on with the business of driving growth and innovation.  Close-minded employees turn things around to make it more about themselves and less about what is required to convert a problem into a new opportunity. With this explanation in mind, carefully observe the actions of others the next time you are dealt a real problem. 4.  A Solid Foundational Strategy Without strategy, change is merely substitution, not evolution.  A solid strategy must be implemented in order to solve any problem.  Many leaders attempt to dissect a problem rather than identify the strategy for change that lies within the problem itself. Effective leaders that are comfortable with problem solving always know how to gather the right people, resources, budget and knowledge from past experiences. They inspire people to lift their game by making the problem solving process highly collaborative; for them, it’s an opportunity to bring people closer together. I’ve always believed that you don’t know the true potential and character of a person until you see the way they solve problems. Effective leaders connect the dots and map-out a realistic plan of action in advance. They have a strategy that serves as the foundation for how the problem will be approached and managed. They anticipate the unexpected and utilize the strengths of their people to assure the strategy leads to a sustainable solution. Never shoot from the hip when problem solving. Avoid guessing. Take enough time to step back and assess the situation and the opportunities that each problem represents. Make the problem solving process more efficient by recognizing that each problem has its own nuances that may require a distinct strategy towards a viable resolution. You know that you have great leadership in your organization when problem solving becomes a seamless process that enables the people and the organization to grow and get better.  If problem solving creates chaos, you may have a serious leadership deficiency. Problem solving is the greatest enabler for growth and opportunity. This is why they say failure serves as the greatest lesson in business and in life.  Be the leader that shows maturity, acts courageously, and requires accountability.  Applying each of these lessons can help you become a master problem solver. Each experience teaches us all new things. Embrace problem solving and the many unseen treasures it represents. Email or follow-me on Twitter  @GlennLlopis . Like us  on  Facebook ! Join our  LinkedIn Group Also on Forbes: Editorial Standards Reprints & Permissions Change Management Dilemma: The Wrong Solution or Solving the Wrong Problem Everything was set for rolling out a communication dashboard under the corporate website for people managers. Details were designed, and a budget was assigned. The internal communication team was hopeful that a dynamic website as a data repository could address many communication-related issues for people managers during the mergers. The communication team contacted the change management team to evaluate the roll-out plan. That day, my colleague, whom I learned a lot from, shared the story with me. He asked my opinion about the so-called “mini communication project.” I smiled and answered if he is thinking what I was thinking, and he said yes. We were both thinking about the problem, not the solution. We were not sure if the problem was well defined. Long story short, a design thinking process revealed a more profound problem, far more multi-dimensional than a simple need for a data repository website. In fact, without the process, the dashboard – with all the dedicated time, expenses, and resources – was doomed to be another archived corporate page that people rarely visit. Probably you have seen this infamous quote of Albert Einstein on problem-solving: “If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it.” The quote is invaluable to me. I began this series by discussing why design thinking is not a method change but a mindset change. One crucial mindset shift for change management is asking  whether we are solving the right problem . We should stop and think twice. We usually take the problem definition for granted and jump right into solution development mode. After talking about the “empathy” phase in my previous article , today I am going to talk about the “define” and “ideation” phases so we can address the dilemma of problem or solution. What Do We Mean by “Problem Definition”? To clarify the “definition process” in Design Thinking, I use the single-loop and double-loop learning concepts of Chris Argyris. During the change management process, we often ask how we can do our work to get a better result for a change initiative. In a change strategy, we have our eyes on the results. In a better scenario, we refine the strategy, tools, and techniques to get the desired results. This loop is called single-loop learning. We constantly ask  if we are doing things right . On the other hand, in double-loop learning, we ask  if we are doing the right things . The question helps us refine our change strategy and tactics by re-defining our assumptions. How to define our assumptions? Through the empathizing process. Therefore, problem definition results from analysis and synthesis of the valuable data we gathered through the empathizing process. How to create the change strategy and plans that work? Through the “ideation” phase. The ideation phase is where we generate solutions. Ideation Phase One of the most common practices of the ideation phase is brainstorming. The critical difference between the brainstorming and the ideation phase is the problem definition. Many brainstorming sessions fail and the ideas remain on the sticky notes because there is no apparent problem definition strategy nor action strategy. To have a successful brainstorming process, we should consider two dimensions to address appropriately: idea and action. Some reasons why brainstorming fails regarding the idea dimension: Freeriding:  when people participate in brainstorming sessions without putting much effort into generating ideas. Social anxiety:  when people do not feel safe to speak up and create ideas. Groupthink:  when people try to stick to the general team ideas to avoid discomfort and tension. Production block:  when some cause blocks the process of idea generation and blocks people from speaking up. Insufficient diversity of participants:  when the group is not diverse enough, and the homogeneity of the people results in less creative ideas. Inadequate idea capture methods: when there is no proper method to energize and motivate people to generate ideas, or there is no method to capture data generated. Some reasons why brainstorming fails regarding the action dimension: Wrong problem statement No transition from “business as usual.” Premature adoption of the first “right idea.” Premature evaluation No follow-ups No real plan for implementation During the ideation phase, our job is to cluster and assemble the ideas generated in brainstorming into an integrated form while guided by the criteria we developed in empathize and define stages. There are many other tools for the ideation process. Here I focused on brainstorming since it is the most common practice of idea generation, and unfortunately, design thinking is often mistaken with a simple brainstorming session. For now, let me remind you of the two common characteristics of all the Design Thinking models: Iteration: we need to iterate and course-correct through the learning loops Strategic priorities / Sponsor approval Level of risk associated with each problem Level of urgency Level of infrastructure / availably of resources I will continue to add to the illustration above and complete the entire Design Thinking process in my following articles. To your personal and professional growth, Dr. BehNaz Gholami New articles that we post to our blog are announced in the Change Management Weekly, our digest of actionable insights for change delivered to your Inbox every Tuesday. To claim your free subscription, click here: Share With Your Colleagues About the author: dr. behnaz gholami. 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See The Latest Coach Change™ 2024: Opportunities, Techniques and Practices for Coaching Organizational Change Six Big Ideas for Adaptive Organizations: A Conversation with Jason Little Giving Context to Change Management – The Living Organization® Approach with Norman Wolfe Incident vs Problem Other ITSM process Get Problem management kit Difference between Incident, Problem, Change and Asset management Everything you need to know about effective problem management Try ServiceDesk Plus now Start my free trial In this section, we will focus on the differences between incident management and problem management and how problem management functions together with other supporting ITSM practices. Incident management vs. problem management The terms incident and problem might appear to be synonymous, but both are distinct in the role they play in achieving ideal service quality. It's important to know where incident management and problem management interact with each other and how they differ, especially where an incident ends and a problem begins. Incident management An incident is an unplanned interruption of an entire service or just a component of one. Let's look at a scenario to understand it better. There's an important meeting in 15 minutes, and a report has to be printed out. Unfortunately, the department printer isn't working. A ticket is quickly raised to patch a workaround and get the reports printed out. This is an incident. The incident management process is about handling incidents and restoring service as soon as possible. In our scenario, the service desk staff quickly connects the laptop to the adjoining department's printer to help the user get the reports ready in time for the meeting. Therefore, incident management's goal is to ensure that an interruption or incident gets resolved as quickly as possible with a workaround or a resolution. Problem management Problem management isn't about restoring services or troubleshooting, but determining and removing the cause. A problem is logged in a service desk when there are recurring incidents that have common issues, or if a major incident occurs that impacts many users. In our scenario, the sole printer in the department went under and all the users in that department were affected, which was logged as a problem by the service desk staff to find the cause and solution. An incident can be closed when a workaround is provided, but a problem is raised to fix the printer permanently so this issue does not occur again. Referring back to our scenario, the printer issue will undergo RCA to find a permanent fix, and be tracked as a problem ticket while the business continues with the workaround in place. If the problem management team is unable to find a solution, the workaround is documented and the issue is added to the KEDB. In this way, problem management is not only about eliminating incidents by finding the underlying root cause, but also determining the most feasible solution that can be implemented to minimize disruptions. Sometimes, despite knowing the root cause, the most feasible solution is to implement a workaround and document it as a known error. Despite being different, incident management and problem management complement each other and are closely aligned. Incident management ensures continuity in business operations, while problem management takes care of the underlying issues and problems. The relationship between the ITSM processes and problem management An integrated system of service delivery best practices improves business services and IT service capabilities. An effective problem management process has interactions with several other ITSM processes. The processes that interact with problem management are briefly discussed below: Incident management is the methodical process of logging, categorizing, prioritizing, assigning, and resolving issues in an organization. The goal of incident management is to restart the interrupted services as soon as possible; often, this means a workaround is arranged in place of a permanent solution. Every activity in this practice is documented on a granular scale and pushed to the problem management team, who initiates RCA to develop a permanent solution. You can see that despite problem management being its own process, it's dependent on a robust incident management process. Change management The objective of change management is to increase the success rate of any changes implemented in the organization . A change refers to any modification made to an organization's IT infrastructure, processes, services, products, applications, vendors, or anything else that implicitly or explicitly affects the organization's service delivery. According to the ITSM framework, problem management's responsibility concludes with finding the root cause that leads to a solution for a problem, and actually implementing the solution is carried out with change control. Since implementing a change involves managing risk in multiple business units, it requires a process of its own for efficient handling. However, the problem management team should participate in the post-implementation review of a change to ensure consistency between the problem solution and the implemented change associated with it. IT asset management IT asset management is the practice of governing the life cycle of an asset in an organization. Its activities include deriving maximum value from assets, controlling asset costs, and managing the risks of assets. These risks can be in terms of compliance, vendor selection, usage policies, and disposal practices. The practices of asset management and problem management may cross paths when problems emerge from hardware and software assets used by the organization. When the root cause of a problem appears to be from a product or service, IT asset management's detailed record of the inventory expedites the problem-solving process. Apart from this, IT asset management assists problem management in studying the impact of an incident, examining the effects of implementing a solution, and providing information whenever necessary via RCA. Let's put things into perspective with a scenario. Zylker is a fast-growing stock photography provider in India. A manager in Mumbai has been having trouble generating monthly reports from the SQL server in New Delhi. An incident has been raised, and the service desk staff has notified the technicians in New Delhi. As a temporary workaround, the reports are generated locally and sent to ensure business continuity. Zylker's proactive problem management team decides to run trend analysis on incidents occurring over the past six months. They find multiple incidents pertaining to the server in New Delhi. This leads to them initiating a problem ticket and proceeding with the investigative analysis using the accumulated data from all the documented incidents. The technician in New Delhi sees that the SQL server is using multiple types of protocols, including iSCSI and Fibre Channel, for linking data storage facilities. Since both protocols function on an Ethernet network, there is doubt about whether the local block switch was configured for large packet data transfer. The technician receives data from the IT asset management team and verifies that the switch was not the culprit. This is supported by the evidence that generating reports locally was not a problem. The wide area network (WAN) is next in line for analysis, as a manager from Mumbai is having trouble generating the monthly report. The technician, due to their experience in network issues, has doubts about traffic flow at the end of every month, so they install software on the company's routers and switches to analyze traffic passing through them and statistically aggregate the information. The software generates graphs and charts that indicate the top protocols that were used, along with the bandwidth each protocol consumed over a month. This unveils significant bandwidth usage at the end of the month around the same time the monthly report is generated. After careful examination, it's revealed that full image backups were scheduled around the same time as the monthly report, and this caused a significant bottleneck in the WAN. Now that the problem's root cause is identified, the technician raises a change ticket to reschedule the image backup to the early hours of the morning before business begins, leveling out the traffic in the network. Here's an overview of the steps performed in this scenario: Activity Practice involved The manager in Mumbai had trouble generating monthly reports from the SQL server in New Delhi. An incident was raised and the reports were generated locally and sent to the manager. The ticket was closed. Incident management The proactive problem management team ran trend analysis on incidents over the past six months. They found multiple incidents involving the server in New Delhi. Problem management, incident management The technician in New Delhi observed the SQL server's network and protocol, and was unsure whether or not the local block switch was configured for large packet data transfer. Problem management, IT asset management The technician received data from the IT asset management team and verified that the switch was not the culprit. Problem management, IT asset management The technician had suspicions about the traffic flow at the end of every month, and installed software on the routers and switches that analyzed traffic and statistically aggregated the information. Problem management, IT asset management After careful examination, it was revealed that full image backups were scheduled for around the same time as the report generation, and this caused a significant bottleneck in the WAN. Problem management The technician raised a change ticket to reschedule the image backup to the early hours of the morning before business begins. Problem management, change management All ITSM practices have an intricate relationship with other IT practices. As your problem management matures in service delivery, make sure to improve the way it interacts with other practices for healthy, business-oriented service delivery. With a clear distinction between incident management and problem management and clarity over the importance of problem management with respect to its supporting ITSM practices, it is time to move on to the different approaches of practicing problem management. What is problem management? Reactive vs Proactive problem management Assess your incident response readiness to kick-start your problem management journey The zeroth step in the journey towards proactive problem management is establishing a robust incident management process in your IT environment. Discover how Zoho, our parent company, handles the spectrum of incidents thrown at it year over year and assess your incident management readiness at an enterprise scale. Download a free copy of our incident management handbook and a best practice checklist to review your problem management solution. Problem management feature checklist IT incident management handbook Frequently asked questions: 1. how do problem management and incident management differ. In ITSM, incident management and problem management work together but address different stages of an IT issue. Imagine a company website crashing. Incident management would focus on swiftly restoring the website. This might involve restarting servers or rerouting traffic. Problem management then takes over, investigating the root cause of the crash. This could involve analyzing error logs, identifying software bugs, or examining network performance. By understanding the root cause, the team can implement a fix to prevent similar crashes in the future. 2. How are incident, problem, and change management interlinked? These three processes in ITSM form a loop for continuous improvement. Incident management tackles individual disruptions (like a website outage). Problem management then investigates the root cause (faulty code in the website). This knowledge from problem management can trigger a change request, which could involve patching the faulty code (implementing a fix). Change management ensures this fix is implemented smoothly and minimizes the risk of further disruptions. Effectively working together, they ensure IT services are reliable and improve over time. 3. What is the difference between change management and problem management? Problem management and change management are two important aspects of ITSM. Problem management is like a detective that investigates the root cause of recurring incidents. This means that if there is an ongoing issue with slow network performance, problem management will identify the faulty network equipment. Change management then takes over and implements the solution based on problem management's findings. This may involve seeking approval to replace the faulty equipment, scheduling the change within a maintenance window, and ensuring a smooth transition to the new equipment. 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Featured Reads Collaboration | 6 ways to develop adaptability in the w ... 6 ways to develop adaptability in the workplace and embrace change Workplace adaptability helps you react effectively to a variety of situations. In this article, we’ll cover six ways to develop your adaptability skills, including how to become a better problem solver, embrace change, keep an open mind, practice mindfulness, and push yourself out of your comfort zone. The workplace is an ever-changing, dynamic place. A campaign that works brilliantly one day totally flops the next. The colleague you’ve always relied on is suddenly out on leave.  We’ve all seen this firsthand over the past few years as businesses adjusted to the ups and downs of working through a pandemic. Those changes have been major. But even minor adjustments, like new software or a desk change, can cause disruptions for you and your team. Often, changes are outside of your control. What you can control is how you react to them. Do you want to be someone people look to during challenging times? A leader who can guide others? Like many soft skills, adaptability is a skill you can learn. By developing adaptability in the workplace, you can learn to deal with—and even grow from—inevitable changes.  What is adaptability in the workplace? Workplace adaptability is the ability to respond effectively to different scenarios and challenges within the workplace. It's not as simple as just being more flexible. Adaptable people develop targeted skill sets, processes, and frameworks that allow them to quickly and efficiently deal with different situations as they arise. Becoming adaptable at work helps you respond to new situations, new roles, new projects, and new clients. As you develop this skill set, you'll be able to face any change that comes your way. Leading through change: Creating clarity and building trust In this webinar, Asana experts outline concrete tips to guide your team through uncertainty. Learn how to help employees focus on what matters. 6 essential adaptability skills for the workplace 1. cognitive adaptability. Cognitive adaptability refers to the ability to adjust one's thinking and mental strategies in response to new situations. This skill set involves critical thinking, problem-solving, and the capacity to learn and apply new information quickly. Adaptable employees with strong cognitive adaptability can easily grasp new technologies, workflows, and project requirements, making them valuable assets in any team. 2. Emotional adaptability Emotional adaptability is the ability to manage one's emotions and maintain a positive attitude in the face of change and uncertainty. This skill is closely linked to emotional intelligence and mental well-being. Professionals with high emotional adaptability are better equipped to handle stress, maintain their composure during challenges, and support their co-workers and team members. 3. Personality adaptability Personality adaptability refers to the willingness to adjust one's behavior and approach to work based on the needs of the situation. Adaptable people with this important skill are open-minded, flexible, and comfortable stepping out of their comfort zone. They are able to adapt to different leadership styles, communication preferences, and work environments, making them effective collaborators and team players. 4. Interpersonal adaptability Interpersonal adaptability involves the ability to communicate, collaborate, and work effectively with diverse individuals and groups. The interpersonal skill set includes active listening, empathy, and the capacity to understand and respect different viewpoints. In today's global and often remote work environment, strong interpersonal communication skills are essential for building relationships, resolving conflicts, and fostering a positive team culture. 5. Creative problem-solving Creative problem-solving is the ability to approach challenges with innovation and originality. Adaptable employees with this skill set are able to think outside the box, generate novel ideas, and develop unconventional solutions to complex problems. As organizations face new and unprecedented challenges, creative problem-solving has become an increasingly valuable skill in the workplace. 6. Proactive learning Proactive learning refers to the willingness to continuously acquire new knowledge and skills to stay current and relevant in one's field. Adaptable professionals with a growth mindset actively seek out learning opportunities, whether through formal training, professional development programs, or self-directed study. By staying up-to-date with industry trends and best practices, proactive learners are better prepared to adapt to change and take on new roles and responsibilities. Benefits of adaptability in the workplace There aren’t many things guaranteed in life, but change is one of them.  When you show adaptability, you demonstrate that you’re able to handle anything that comes your way. Adaptability is a soft skill that likely won’t make it onto your LinkedIn profile, but it’s often one of the first things your boss looks for when they’re considering you for a promotion or developing you as a leader .  Here’s what can happen as you become more adaptable: You’ll build resilience. Challenging yourself doesn’t just help hone problem-solving skills— it actually changes your brain . One way to become more adaptable is to practice facing different sets of challenges and coming up with unique solutions for each. As you continue to face and bounce back from challenge after challenge, you’ll begin to teach your brain that nothing is insurmountable. It sets you apart. Adaptable people stand out. Instead of feeling stressed under pressure or getting overwhelmed, try finding new approaches and solutions to the problem at hand. Use brainstorming techniques to help you think outside the box and come up with creative solutions. Not only will you become more confident, but you’ll also learn to trust yourself to make difficult decisions and show that you’re a go-to person for more difficult decisions. Adaptability feels good. Change at work can be stressful. But as you become more adaptable, you’ll start to look for and find solutions more easily. Optimism will become your default. You might find situations that used to stress you out are now exciting or fun to work on. You’ll build a sought-after leadership skill. When you're adaptable, you can guide your team through different challenges and develop critical thinking skills. You’re able to accept and acknowledge how each team member is different, so you can communicate more effectively. All of which are desired leadership qualities .  It boosts productivity . When you spend less time worrying about what’s happening in a project, you have more time to think about how to move it forward and take action. As you put more time and energy into these actionable items, you can also help your team become more efficient . How to develop adaptability skills Adaptability comes easily for some. But even if it doesn't come naturally to you, it's still something you can develop. Take a look at six tips you can use to build, refine, and grow your adaptability skills through exercises and practice  1. Improve your problem-solving skills Problem solving helps you resolve specific issues as they arise. This term can often feel ambiguous, but it’s actually a concrete process comprised of four simple steps: Identify the problems that need to be solved. Brainstorm multiple solutions.  Define the solution. Implement the solution. Using a framework like the one above will help you better identify problems so you can strategically come up with a solution. Plus, every time you use these problem-solving skills, you’re making it easier to solve the next one—even if it’s different. Over time, you’ll be adaptable enough to solve any problem that comes up. Example : Your boss just asked you to drop everything and focus on a new initiative. But you’re already working on a project with a hard deadline. To solve this problem, you reach out to your boss and explain the situation. Together, you both identify a potential solution—in this case, to delegate one of the initiatives you’re working on to another team member. Your adaptability in looking at multiple situations helps you find the best path forward. 2. Learn to embrace change You’ve heard it before but we’ll say it again—you will always need to face change. Or, in the words of the ancient Greek philosopher Heraclitus, “Change is the only constant in life.” You can avoid and deny it, but it’s not going to make it go away.  Learning to embrace and even look forward to change can help you become a more adaptable leader. Teach yourself to embrace any situation by taking more risks and accepting the results, whatever they are. Practice self-care during particularly difficult changes and reach out for support when needed. Above all else, be kind to yourself—even as you learn to embrace it, change is never easy. Example : Your team just got restructured. This is your third time having to adjust to new team members and responsibilities, and now you’re expected to learn new skills and adjust your work life all over again.  Instead of feeling frustrated, try appreciating the benefits of this change. Maybe you’re better positioned to move into leadership roles. Or maybe it’s an opportunity to expand your network within your new team. As you learn to embrace changes, both large and small, you’re actively building the muscle to be more adaptable whenever new challenges arise. 3. Keep an open mind We all have an idea of how we think things should go. This is normal. This type of thinking is a shortcut that helps our brain process information more efficiently. While it can sometimes be beneficial, there are also times when thinking this way closes our minds to new opportunities. That's because you're so focused on what you think should happen that you don't embrace what could happen. Being adaptable is about being willing to pivot. Exercising your brain can help you become more open-minded when you’re faced with a new situation. Try these tips to develop an open mind: Ask higher-level questions that go beyond the “what” to the more crucial “why’s” of the situation. Practice active listening when you’re learning something new.  Withhold judgements until you have all the information—this includes limiting beliefs about yourself or your capabilities. Try to think about the current situation from every angle, stretching your mind to include all of the varying possibilities. Example : You work in content and rely heavily on the design team to supply you with imagery to support your work. After a few months, the designer you’ve been working with starts taking longer to respond and missing deadlines. You become increasingly resentful as you suddenly need to do your job and—in your mind—theirs.  Instead of holding onto resentment and assumptions, you sit down with the designer to try to understand their perspective. You realize the designer has been under an increasing amount of pressure because someone on their team left suddenly and they’ve been picking up the slack. Because you went into the conversation with an open mind, you’re able to be understanding and come up with a solution.  Written out like that, it can seem like such a simple solution. But it’s hard to have these types of conversations if you don’t approach a situation with an open mind. 4. Leave your ego at the door Your ego is your sense of self. If you follow a more philosophical viewpoint, it’s not inherently bad or good; the ego just is . But because it’s naturally self-centered, the ego is not always the most helpful communication tool. Stepping outside of yourself—removing the ego—allows you to see other perspectives more clearly and embrace change. In short, practicing leaving your ego out of the workplace builds on many other adaptability skills. What is the best way to leave your ego at the door? Take any situation that might normally be frustrating and pause. Take a deep breath. Ask yourself—can you let go of how you think things are supposed to go? And, going one step further, learn to appreciate the result no matter the outcome. If you’re able to accept and even celebrate a wide variety of outcomes, you’re setting an important precedent—that anything is possible. And no matter what, you can adapt and move forward. Example : Your team recently hosted a creative brainstorming session, but your idea didn't get chosen. It’s normal to feel disappointed. But instead of staying sad about it, you can choose to let it go. Leave your ego at the door and embrace the idea your team has decided to move forward with. In doing so, you’re making it safe for others to express their creativity with even more unique ideas. You’re also teaching yourself that there are multiple solutions to a problem, and you can adapt no matter which one moves forward. 5. Practice mindfulness Mindfulness is the act of focusing on the present moment without trying to change anything about it. Instead of jumping in with solutions or ideas, mindfulness allows you to take a step back and reflect on what’s happening. This allows you to be more flexible and appreciate the moment, which makes you more open to change.  Mindfulness is so important to us here at Asana that we’ve made it one of our core company values . To implement mindfulness in your day-to-day life, try these two steps to acknowledge your emotions and let go of them:  Put less attention on the past and future. You can’t change something once it happens, but you can accept it. Thinking about what could or should have happened likely won’t help and it might even make things worse.  Focus on what's happening now. Instead, lean into the situation as it is. This allows you to let go of things outside of your control and pay attention to those things you can change.  Example : Your IT team installed new software on your laptop that accidentally deleted all your existing files—including a project that was due today. Instead of reacting, you assess the situation objectively, running through the facts. What can you do about it? Mindfully putting yourself in the moment allows you to begin the process of problem-solving. This can include letting your boss know about the problem, reaching out to IT about a potential cloud backup, and reaching out to team members for any saved files they might have.  Nothing has changed about the situation. You still lost a lot of hard work. But instead of wasting more time and energy mourning it, you can take action to solve the problem as quickly and efficiently as possible. 6. Push yourself out of your comfort zone Most of us want to stay inside our comfort zone. It’s natural. Our brain likes comfortable experiences and encourages us to seek them out. But if you only do things you’re comfortable with, you won’t be as prepared when changes do inevitably come up. You can begin to expand your comfort zone with small tweaks. Practice placing yourself in new and challenging situations where you have control over the outcome. It doesn’t have to be jumping out of an airplane. Simple things like taking a new route to work can help you think more creatively and become more flexible.  Example : Imagine you have an idea for a new project that your team could be working on. But typically, ideas come from your boss—not from you and your coworkers. Instead of waiting for the next rollout from a manager, you could see this as an opportunity to push past your comfort zone. So, pitch your idea to your boss. It doesn’t matter if they don’t move forward with it. The beauty of pushing yourself out of your comfort zone is that the outcome isn’t important. It’s the process that’s most helpful. Workplace adaptability can create a better work life For most of us, developing workplace adaptability is an ongoing practice throughout our career. Learning to become more adaptable at work takes time and focus. It’s not as simple as taking a new professional development course or even going for an MBA.  And that’s ok. This is one of those situations where it’s more about the journey than the end result. Learning soft skills like adaptability may not come with an official certification or be as measurable as hard skills, but they can do just as much—if not more—for your success both as a leader and team member. FAQ: Adaptability in the workplace Why is adaptability important in the workplace? Adaptability is essential in the workplace because it allows employees to navigate change, take on new challenges, and maintain productivity. Being adaptable means adjusting to new situations, such as changes in job descriptions or the introduction of new technologies like Zoom, which promote better teamwork and collaboration. What is a good example of adaptability? An example of adaptability is when an employee quickly learns and embraces a new software program to improve remote work collaboration or when a team member takes on additional responsibilities during organizational change. How do you adapt to sudden changes in the workplace? To adapt to sudden changes, maintain a positive attitude, stay open-minded, and be proactive in seeking information and resources. Communicate with your team, learn new skills, and prioritize your mental health during times of change. How can leaders promote adaptability within their teams? Leaders can promote adaptability by fostering a culture of continuous learning, encouraging open communication, providing opportunities for employees to develop new skills, and supporting their teams during times of transition, such as onboarding new team members. How can adaptability skills be highlighted in a resume or cover letter? Highlight adaptability skills in your resume or cover letter by providing specific examples of how you successfully navigated change or took on new challenges in your previous roles. Use phrases like "quickly learned and implemented new software" to demonstrate your adaptability. Related resources 10 tips to improve nonverbal communication Scaling clinical trial management software with PM solutions How to build your critical thinking skills in 7 steps (with examples) 4 ways to establish roles and responsibilities for team success Artificial Intelligence Generative AI Business Operations Cloud Computing Data Center Data Management Emerging Technology Enterprise Applications IT Leadership Digital Transformation IT Strategy IT Management Diversity and Inclusion IT Operations Project Management Software Development Vendors and Providers Enterprise Buyer’s Guides United States Middle East España (Spain) Italia (Italy) Netherlands United Kingdom New Zealand Data Analytics & AI Newsletters Foundry Careers Terms of Service Privacy Policy Cookie Policy Copyright Notice Member Preferences About AdChoices Your California Privacy Rights Our Network Computerworld Network World What is root cause analysis? A proactive approach to change management Root cause analysis (rca) focuses on fostering a proactive approach to solving problems before they happen and eliminating the potential for flaws to reoccur in the future.. Root cause analysis definition Root cause analysis (RCA) is a problem-solving process that focuses on identifying the root cause of issues or errors with the goal of preventing them from reoccurring in the future. RCA is typically part of service management methodologies and frameworks, such as ITIL , TQM , and Kanban , that focus on continuous process improvement . This type of analysis can help identify flaws in IT processes, potential security breaches, and faults in business processes. When a problem is identified and removed, it is considered a “root cause” if it prevents the problem from reoccurring. If, however, a problem is removed and it impacts the event’s outcome, but not in the way intended, then it is a “causal factor.” RCA is typically used to find the root cause of software or infrastructure problems to improve the quality and efficiency of processes, and thereby to save time and money. Every potential cause in a given process is identified and analyzed to ensure the organization is treating the disease, rather than just the symptoms. Reactive vs. proactive problem management Reactive management and proactive management are the two main approaches organizations take to repairing issues and solving problems. With reactive management, problems are fixed soon after they occur, often called “putting out fires.” The goal is to act quickly to resolve issues and alleviate any effects of a problem as soon as possible. Proactive management, on the other hand, aims to prevent problems from reoccurring. It is focused less on quickly solving problems and instead on analyzing them to find ways to prevent them from happening again. That’s where root cause analysis comes in. Its methodology is best suited to support proactive problem management’s goal of identifying and fixing underlying issues, rather than just reacting to problems as they happen. Root cause analysis steps While there’s no strict rulebook on how to conduct a root cause analysis, certain guidelines can help ensure your root cause analysis process is effective. The four main steps that most professionals agree are essential for RCA to be successful include the following: Identification and description: Organizations must first identify the failures, errors, or events that triggered the problem in question and then establish event descriptions to explain what happened. Chronology: After identifying these issues, organizations must then create a sequential timeline of events to better visualize the root cause and any contributing causal factors. Here, it’s important to establish the nature of the event, the impact it had, and where and when the problem occurred. Differentiation: Once the sequence of events is established, data involved with a particular issue can be matched to historical data from past analysis to identify the root cause, causal factors, and non-causal factors. Causal graphing: Those investigating the problem should be able to establish key events that explain how the problem occurred and convert that data into a causal graph. Root cause analysis takes a systematic approach to identifying problems and requires the effort of full teams to properly perform the analysis. Those tasked with the analysis typically work backwards to determine what happened, why it happened, and how to reduce the chances of it happening again. They can trace triggered actions to find the root cause that started the chain reaction of errors in a process to remedy it. These steps help guide the process and give organizations a framework for how to successfully complete a root cause analysis. Root cause analysis methods RCA is already baked into several IT frameworks and methodologies as a step for change, problem, or risk management. It’s been established as a proven, effective way to support continuous process and quality improvement. But if you are conducting a root cause analysis outside of a separate process management framework, organizations typically employ the following methods to ensure a successful RCA: Form a team to conduct the RCA and evaluate processes and procedures in the organization that have flaws. This team should be built by bringing together employees who work in relevant business areas or who work directly with the broken processes. Once the analysis begins, it can take upwards of two months to complete. Each step of the process is given equal weight whether it’s defining and understanding the problem, identifying possible causes, analyzing the effects of the problem, or determining potential solutions. Teams should meet at least once per week, if not more often, with meetings being kept to no longer than two hours with a loose agenda. The meetings are intended to be relatively creative, so you want to avoid bogging people down with too much structure. Team members should be assigned specific roles or tasks so everyone has a clear understanding of what they should be investigating. Upon finding a potential solution, it’s crucial to follow up to make sure that the solution is effective and that it’s implemented successfully. Root cause analysis tools You don’t need much to conduct a root cause analysis, but there are several tools that are helpful and commonly used to help make the process easier. Commonly used tools to perform an effective root cause analysis include:   Fishbone diagrams: A fishbone diagram is mapped out in the shape of a fishbone, allowing you to group causes into sub-categories to be analyzed. Failure mode and effects analysis (FMEA): FMEA is a technique that can be used to map out a system or process and identify the failures within it. It can be used not only to identify flaws but also to map out how often they happen, what actions have already been taken, and what actions have been effective in remedying the issue. Pareto charts: A Pareto chart is a simple bar chart that maps out related events and problems in order of how often they occur. This helps identify which problems are more significant than others and where to focus process improvement efforts. Scatter diagrams: A scatter diagram plots data on a chart with an x and y axis. This is another useful tool for mapping out problems to understand their impact and significance. Fault tree analysis: A fault tree analysis uses Boolean logic to identify the cause of problems or flaws. They are mapped out on a diagram that looks like a tree, where every potential cause is included as its own “branch.” 5 whys analysis: With 5 whys analysis, you will ask the question “why” five times too delve deeper into a problem to develop a clearer picture of its root cause. Root cause analysis training While RCA is a part of other frameworks and methodologies, there are training programs and courses designed to focus on helping people better understand how to perform the analysis. If you want to get more training on RCA, here are a handful of programs designed to help: Workhub Root Cause Analysis training Udemy Root Cause Analysis course Pink Elephant Problem Management: Root Cause Analysis Specialist certification course NSF Root cause analysis CAPA training and certification Coursera Root Cause Analysis course ASQ root cause analysis course Lean Six Sigma Root cause analysis online training Related content Fixing broken workplace practices requires a technology rethink, 7 signs business stakeholders will sink your it project, download the digital workplace enterprise spotlight, the best pilot project might be the one you kill, from our editors straight to your inbox. Sarah White is a senior writer for CIO.com, covering IT careers, hiring & staffing, and diversity. 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Change management: solving challenges & 3 common problems Change management process and how to solve 3 common change management problems Time: 6 minute read ...updated 3/14/2024... Change happens. It's inevitable. For every person and every organization, the question isn't if. It's when. But when it comes to change, organizations have a more vital question to ask themselves: How will we respond? The best responses occur when a change is expected, planned for, and built into the company culture. Even so, experience shows that sometimes change happens so fast that you must react to situations you might never have considered. Situations like these can be stressful. Fortunately, you can relieve the stress of sudden, forced change by focusing on the positive outcomes change can bring, like becoming more agile, productive, and competitive. How you manage change determines the success of your response. Start creating positive change by overcoming the three most common problems that stop it cold. The reality is, no matter how successful you are, you can always do something better. For example, you can improve a product, streamline a process, or optimize a service offering. Factors like evolving market conditions, new competitors, and new technologies only add urgency. Failure to change allows more nimble competitors to get ahead. Planning for change and making it part of your culture makes it easier to adapt and stay competitive and agile. Of course, change presents a challenge, doesn’t it? We don't like it. We prefer the comfort of our routines. This preference can make it difficult to change. As a result, even the most inspired business leaders in companies of every size face a path full of potential roadblocks when proposing a change. A defined change management process overcomes these challenges. The key for you is to make adapting to change part of your company culture. Even if you do, you're still likely to face three common issues related to change. Let’s take a closer look by: Defining change management Describing the change management process and how to manage it Detailing the three common change management problems and how to get past them. What is change management? Change management refers to the approaches, tools, and processes that a business uses to prepare, support, and direct its people to achieve predefined goals of organizational change. It aims to smooth the process of change and even makes it desirable. What does a change management process look like? A change management process doesn't need to be complicated. It should, however, be comprehensive. The more detailed it is, the greater your likelihood of success. Do a quick online search, and you will find a variety of different change management models. The models may look different, but they really aren't. Successful change management processes follow the same general path. Differences exist only in the details. Change management processes all rely on these same principles: Identify the change needed and use S.M.A.R.T (Specific, Measurable, Attainable, Realistic, Timely) goal setting to build the business case. Present the business case and goals to stakeholders. Create a plan for the project. Coordinate resources and tools for implementation and evaluation. Open lines of communication throughout the organization. Manage the change, concerns, and even resistance that may occur during the process. Celebrate the implementation of the change, as well as the milestones achieved along the way. Every organization should also establish guidelines for ongoing review, analysis of results, and optimization. For more information on the subject, read our articles: How to implement effective organizational change How to implement organizational change for process improvement. Managing workplace change: What’s right for your business? Companies on the verge of a significant workplace change must manage the pace at which change occurs. #1. Employee resistance Few of us like change. And while that's ok, a business must evolve to remain agile and competitive. Resistance to change can start anywhere in an organization. Executives may not want to spend money. Departments may not recognize broader organizational needs, as long as their system works. The result? Key stakeholders and decision-makers may not immediately see how the changes will benefit the organization holistically. Further resistance can come from a change in the routine. Employees may worry about what might happen to their role and their job. Even after the change, employees may still resist if they feel new workflows make their jobs harder. You need a multifaceted approach to overcome this hurdle. Be transparent. Workers want to know the reason for the change, not just the high-level benefits it will provide. Acknowledging problems and explaining how this change will solve them can build buy-in and cooperation. Provide ample training. An effective training program for new technology, workflows, and processes is vital for a smooth transition. Get management and executives involved. Employees want to see leadership engaged and invested in the effort. When executives get involved, it shows that a clear plan is in place. It also improves communication and makes it easier for both managers and executives to respond to employee concerns. #2. Communication issues Communication deserves extra attention. It's the area where many organizations stumble. Many businesses communicate value to their customers clearly, but they often struggle with internal communication with employees. Common communication downfalls include: Limited, or too little, communication Not enough channels of communication (i.e., email, in meetings, website) Failure to keep all stakeholders informed and involved in follow-ups. Every change management plan should ensure clear, consistent communication across all channels to engage in a constructive conversation between staff and management. Your communication should also include essential details. Tell people when events will happen and what to expect. Successful information communicates the correct information. Fortunately, you can prevent communication issues with advanced planning. Make a communication strategy part of your change management plan. Detail who will do what. Determine a schedule ahead of time that includes the channels you'll use, such as: And don't forget in-person communication through meetings and impromptu conversations! Also, give employees avenues to share their concerns and address those concerns regularly. #3. Implementing new technologies Few changes cause as many headaches for people at all levels of an organization as implementing technology. New equipment, tools, and workflows change the way everyone works. Without a well-directed plan, the disruption can significantly decrease productivity instead of increasing it, leading to frustration. This can happen even if the new technology automates systems and workflows to require fewer steps and simplify the workload! Often, situations like this occur because of a need or desire to get new technologies up and running fast, reducing training and transition time. Phased rollouts work best. By introducing new technologies over weeks or months, you can overcome this issue. You'll also avoid the 70% failure rate of change management initiatives (according to Harvard Business Review).1 Plus, building in extra time allows for testing and addressing deployment issues - these often only present themselves during "live" implementation. To make the most of training, offer multiple training opportunities. Ideally, you want to avoid one-off training sessions that speed through how it all works. Instead, plan for several sessions and provide opportunities for employees to attend more than one. This approach empowers employees to become comfortable with new equipment and processes. For example, these resources share change management strategies for a printer upgrade, although the principles presented can be applied to any organizational change. Article: 4 Keys to a Printer Upgrade A printer upgrade is a great time to add technology for a solid ROI. Here are 4 keys we've found consistent in the most successful printer upgrades. Infographic: 9 Steps to get more from your printer upgrade Today’s multifunction printers are like smartphones – loaded with advanced features. Get more from your next printer upgrade with these 9 steps. White Paper: More value, more quickly from your printer investment See how operations professionals are driving more value more quickly from their printer investments. Make change management work for you Change can be hard, but it is inevitable. It can also be a key catalyst for growth and staying competitive. We know. We help our customers make big changes all the time. Sometimes, it's as simple as an upgrade of a printer with new automated technologies. Other times, we help customers develop more extensive enterprise-wide change management plans through our consulting services. View Strategic Consulting Services > Explore our Strategic Consulting Services for more information on how we help organizations make the changes they need to stay agile and competitive. Recommended for you Managing workplace change: What's right for your business? Mailroom outsourcing services Digitize mail communications with outsourced services. Reduce costs, boost productivity, and get mail reliably to employees wherever they are. Case Study: School District 23 In this case study, School District 23 underwent digital transformation in education to cut costs while increasing efficiency and sustainability. Learn more. 1 Ashkenas, Ron. "Change management needs to change." Harvard Business Review. 16 April 2013. Sales Inquiry attach_file Supplies miscellaneous_services Technical Support paid Account or Invoice Skip to Navigation Skip to Content Tips to Overcome Organizational Change for Success August 17, 2024 Change is constant. In the ever-evolving landscape of modern work, organizational change is a given. Organizations across every industry recognize the need to adapt to shifting market dynamics, emerging technologies and evolving customer expectations. The concept of “organizational change” has taken center stage as a response to these dynamics. However, the road to successful change implementation is full of challenges that can hinder progress and undermine the desired outcomes. The Complex Terrain of Organizational Change: Unveiling the Challenges Organizational change, while essential for growth and adaptation, presents a landscape riddled with challenges that can test even the most resilient of organizations. There is a problem, and change must occur. However, change initiatives must contend with a myriad of obstacles that can impede progress, hinder employee engagement and even lead to failure if not managed effectively. Some of these common obstacles are: Employee resistance and uncertainty: Perhaps the most formidable challenge is the resistance and uncertainty that often accompanies change. Employees may fear the unknown, worry about their roles, or question the necessity of change, leading to hesitancy or even outright opposition. Lack of clear communication : Inadequate communication can cast a shadow over change efforts. If employees do not fully grasp the reasons, goals and implications of change, misinformation and ambiguity can breed skepticism and confusion. Leadership alignment and engagement : For change to permeate an organization, leaders at all levels must be aligned and actively engaged . Without committed leadership, change can falter and lose momentum, leaving employees disoriented. Cultural barriers : Organizations that have deeply ingrained cultures may find it challenging to introduce change that contradicts established norms and values. Overcoming cultural resistance demands thoughtful strategies and an inclusive approach. Change fatigue : Frequent or poorly managed change can lead to change fatigue, where employees become overwhelmed and disenchanted with continuous upheaval, potentially affecting morale and performance. Insufficient resources and training : A lack of resources, including time, money, and training, can hinder successful change implementation. Inadequate preparation can lead to underwhelming results and frustrated employees. Measuring and sustaining change : Even after implementation, sustaining change poses its own set of challenges. Measuring the long-term impact and ensuring that new behaviors become ingrained can be intricate tasks. Furthermore, it’s been proven that 70 percent of change programs fail to achieve their goals, mostly because of employee resistance and lack of management support. However, if people are truly invested in change, it is 30 percent more likely to be successfully implemented. So what is the ultimate cost of a failed effort on an organization change? It’s not just the loss of time and money, or implementation of the program, but it’s the larger organizational costs: Productivity decline, poor quality of work, employee attrition and disengagement, damaged reputation, poor customer service and the normalizing of failed change. What is The Foundation of Successful Change? Navigating organizational change is a complex journey that hinges on understanding and managing employee sentiment. Employees’ reactions to change vary widely, and how you address the level they are at is key. In fact, using a comprehensive framework or ‘sentiment spectrum’ to address these nuances is often helpful in creating a successful transformation. This diverse range of employee sentiment has different levels of buy-in: Championing change : At one end of the spectrum are employees who enthusiastically embrace the change and become advocates for its success. These individuals can play a pivotal role in inspiring and influencing their colleagues. Organizations need to identify these change champions and provide avenues to amplify their voices, encouraging peer-to-peer mentorship and engagement. Neutral or unaware : Many employees may fall into the neutral or unaware category, unsure about the change’s implications or significance. Education and communication with this group is a must. Through personalized conversations and shared experiences, employees gain a clearer understanding of the change’s purpose and benefits. Active resistance : Resistance to change is natural and can stem from fear, uncertainty, or misunderstanding. Resistance should be met head-on. By fostering a culture of open dialogue, change leaders can identify pockets of resistance and tailor interventions to address specific concerns. This proactive approach mitigates potential roadblocks and helps shift resistant employees toward acceptance. How To Introduce Change in Your Organization in a Way That Sticks with Your Employees Introducing change and transformation within an organization is a delicate and intricate process. For change to be successful and lasting, employees must be informed about the shift and deeply understand its purpose, relevance to their daily work and the tangible implications it brings. Communicate the ‘Why’ Behind the Change: Building a Foundation of Purpose The foundation of successful change lies in articulating a compelling and resonant “why” behind the initiative. Employees are more likely to embrace change when they understand the rationale driving it: Clarify the vision : Develop a clear and concise narrative that explains the reasons behind the change. Highlight how the change aligns with the organization’s vision, goals and long-term strategy. Employees develop a sense of purpose and direction by illustrating the larger picture and explaining how the change aligns with the organization’s mission. Highlight benefits : It’s essential to demonstrate how the change will positively impact the organization and individual employees. Illustrate how the change directly impacts employees’ roles and the organization’s success. When employees understand their contributions to the bigger picture, they are more likely to engage with enthusiasm. Connect Change to Day-to-Day Work: Bridging the Gap to Practicality Ensure that change becomes embedded in the fabric of an organization. For this to occur, employees need to recognize how it directly affects their daily tasks and responsibilities: Translate to tangible outcomes : Provide concrete examples of how the change will affect day-to-day tasks, processes and workflows. Make the change relatable by describing real scenarios and showcasing the positive outcomes. Provide context : Create open forums where employees can openly discuss their thoughts, concerns and questions about the change. Encourage a two-way dialogue that allows employees to share insights and ideas for smoother implementation. Process, Discuss and Ideate the Actual Implications: Fostering Collaborative Exploration Change should not be a one-sided proclamation but rather a collaborative endeavor. Involve employees in the change process by allowing them to process, discuss and ideate the implications of the change: Facilitate guided conversations : Organize facilitated conversations or workshops where employees can explore the change in-depth. Encourage them to share their perspectives, brainstorm solutions and collectively address potential challenges. Brainstorm solutions : Through facilitated discussions, employees can collectively brainstorm potential solutions to challenges and hurdles the change poses. This collaborative problem-solving approach promotes a culture of innovation and adaptability. By incorporating these strategies, an organization can lay a strong foundation for change that resonates with employees and increases the likelihood of successful adoption. Sustainable change is not just about implementation; it’s about creating an environment where employees feel empowered, engaged, and motivated to embrace the business transformation. How To Measure if Change Is Being Implemented and Realized Measuring the successful implementation and realization of change initiatives is a critical aspect of effective organizational change management. To gauge the progress and impact of change within an organization, consider the following: Defining Measurable Objectives: Setting the Stage for Assessment Before embarking on a change initiative, it is important to define specific and measurable objectives that align with the desired outcomes of the organization’s change: Identify metrics : Determine the metrics that will best reflect the success of the change. These could include factors such as increased productivity, improved customer satisfaction, or reduced operational costs. Establish baselines : Collect data on the current state of relevant metrics before implementing the change. These baseline measurements provide a basis for comparison and help assess the change’s impact. Monitor Behavioral Change: Assessing Adoption and Behaviors Tracking changes in employee behavior provides valuable insights into how well a team is adopting and integrating the change. The following lists two ways on how you can best track changes within your organization: Observational analysis : Observe and document changes in employee behavior, such as the adoption of new processes, tools, or collaboration practices. Compare these behavioral shifts to the pre-change state to assess progress. Collect quantitative data : Use surveys, questionnaires, or data analytics to gather quantitative data on changes in behavior and practices. Analyze this data to identify trends, patterns and areas for improvement. Employee Feedback and Engagement: Capturing Insights Gathering feedback from employees offers a qualitative perspective on how well the change is being implemented and realized. Here are two ways you can gather feedback and insights: Conduct interviews : Conduct interviews to capture employees’ opinions, perceptions and experiences related to the change. This feedback provides valuable insights into challenges, successes and areas of improvement. Encourage open communication : Create a culture of open communication where employees feel comfortable sharing their thoughts and concerns. Regularly engage in discussions or focus groups to gather ongoing feedback. Analyze Change Metrics: Data-driven Insights Finally, analysis of the data collected from various sources to derive meaningful insights and make informed decisions. Below are two ideas on how to go about collecting data: Compare results to objectives : Compare the data against the predefined objectives and KPIs to determine the extent to which the change has been realized. Identify areas of alignment and areas that require further attention. Identify trends and patterns : Look for trends, patterns and correlations within the data that offer insights into the effectiveness of the change. These insights can guide adjustments and improvements to the strategy for change management. By implementing strong measurement strategies, organizations gain a comprehensive understanding of how effectively change initiatives are being implemented and realized. This data-driven approach enables informed decision-making, continuous improvement and the optimization of change efforts for lasting success. The potential impact of even a small percentage improvement in change realization within a company can be substantial. Such advancements can lead to significant gains in efficiency, productivity, employee engagement and overall organizational success. The cumulative effect of these improvements can create a ripple effect throughout the company’s processes, culture, and bottom line. Additionally, clear communication at all levels, engaging leadership and involving employees in the change process will help foster a sense of ownership and commitment company-wide. Implementing well-structured programs, providing resources for development and leveraging technology can further streamline the transition. By creating a supportive environment that encourages open dialogue, acknowledges challenges and rewards innovation, the way can be paved for improved change realization that has a lasting positive impact. Nailah Herbert Nailah is a skilled storyteller, believing stories help us connect with the world and people around us. As a Content Marketing Manager at Chronus, Nailah writes, curates and promotes content to engage diverse audiences. Her focus is on providing valuable resources and effective practices for employee-driven development through mentoring and ERGs. With a strategic approach, she spearheads initiatives aimed at driving growth and learning while making a difference. 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Stack vs. Queue Explained 5 . Singly Linked List 6 . Circular doubly linked list 7 . Circular Linked List 8 . Stack Implementation Using Array 9 . Circular Queue in Data Structure 10 . Dequeue in Data Structures 11 . Bubble Sort Algorithm 12 . Insertion Sort Algorithm 13 . Shell Sort Algorithm 14 . Radix Sort 15 . Counting Sort Algorithm 16 . Trees in Data Structure 17 . Tree Traversal in Data Structure 18 . Inorder Traversal 19 . Optimal Binary Search Trees 20 . AVL Tree 21 . Red-Black Tree 22 . B+ Tree in Data Structure 23 . Expression Tree 24 . Adjacency Matrix 25 . Spanning Tree in Data Structure 26 . Kruskal Algorithm 27 . Prim's Algorithm in Data Structure 28 . Bellman Ford Algorithm 29 . Ford-Fulkerson Algorithm 30 . Trie Data Structure 31 . Floyd Warshall Algorithm 32 . Rabin Karp Algorithm 33 . What Is Dynamic Programming? 34 . Longest Common Subsequence 35 . Fractional Knapsack Problem 36 . Greedy Algorithm 37 . Longest Increasing Subsequence 38 . Matrix Chain Multiplication 39 . Subset Sum Problem 40 . Backtracking Algorithm 41 . Huffman Coding Algorithm 42 . Tower of Hanoi 43 . Stack vs Heap 44 . Asymptotic Analysis 45 . Binomial Distribution 46 . Coin Change Problem Now Reading Coin Change Problem: A Student's Guide to Dynamic Programming Introduction, pseudocode of coin change problem, solutions to the coin change problem, coin change problem solution using recursion, coin change problem solution using dynamic programming, the complexity of the coin change problem, applications of the coin change problem, wrapping up. The coin change problem is a classic algorithmic challenge that involves finding the minimum number of coins needed to make a specific amount of change. This problem has practical applications in various fields, including finance, programming, and optimization. In this blog, we will delve into the details of the coin change problem, explore different approaches to solving it, ways to make coin change, and provide examples for better understanding. Here is a simple pseudocode representation of the coin-changing problem using dynamic programming: function coinChange(coins[], amount): for i from 1 to amount: dp[i] = Infinity for coin in coins: if i - coin >= 0: dp[i] = min(dp[i], dp[i - coin] + 1) return dp[amount] if dp[amount] != Infinity else -1 This pseudocode outlines the coin change dynamic programming approach to solving the coin change problem, where 'coins[]' represents the denominations of coins available, and 'amount' is the target amount for which we need to make a change. The 'dp' array stores the minimum number of coins required to make each amount from 0 to the target amount 'amount'. The outer loop iterates through each amount from 1 to 'amount', while the inner loop iterates through each coin denomination in 'coins[]' to calculate the minimum coins required for each amount. There are various approaches to solving the coin change problem. Two common methods are recursive solutions and dynamic programming solutions. Recursive Solution The recursive solution involves breaking down the problem into smaller subproblems and recursively solving them. Here is how it works: Base Case: If the amount to make change for is 0, then no coins are needed, so the function returns 0. Recursive Case: For each coin denomination, we calculate the minimum number of coins required to make change for the remaining amount (amount - coin) and add 1 to account for using one coin of that denomination. Select Minimum: Among all the possible coin choices, we select the one that results in the minimum number of coins required. While the recursive solution is straightforward, it can be inefficient due to redundant calculations, especially for larger amounts or coin sets. Dynamic Programming Solution The dynamic programming solution optimizes the recursive approach by storing solutions to subproblems in a table (usually an array). This avoids redundant computations and improves efficiency. Here is how it works: Initialization: Create an array 'dp' of size (amount + 1) and set dp[0] = 0, indicating that zero coins are needed to make a change for an amount of 0. Dynamic Programming Iteration: Iterate from 1 to the target amount ('amount'). For each amount 'i', iterate through each coin denomination. If using that coin results in a smaller number of coins compared to the current value in 'dp[i]', update 'dp[i]' with the minimum value. Result: Return dp[amount] as the minimum number of coins needed to make change for the target amount. If dp[amount] is still infinity, it means making a change for that amount is not possible with the given coin denominations. The dynamic programming solution significantly improves efficiency by avoiding redundant calculations and solving smaller subproblems first, leading to an optimal solution for the entire problem. The recursive solution for the coin change problem involves defining a recursive function to calculate the minimum number of coins required. Here is an example in Python: def coinChangeRec(coins, amount): if amount == 0: min_coins = float('inf') if amount - coin >= 0: coins_needed = coinChangeRec(coins, amount - coin) + 1 min_coins = min(min_coins, coins_needed) return min_coins In this recursive solution: The coinChangeRec function takes two arguments: coins, representing the available coin denominations, and amount, representing the target amount for which we need to make a change. If the amount is 0, it means no more change is required, so the function returns 0 coins. Otherwise, for each coin denomination in coins, the function recursively calculates the minimum number of coins needed to make a change for the remaining amount (amount - coin). It adds 1 to this value to account for using one coin of that denomination. The function keeps track of the minimum coins required (min_coins) among all possible coin choices. Finally, the function returns the minimum number of coins needed to make a change for the target amount. The dynamic programming solution optimizes the recursive approach by storing solutions to subproblems in a table. Here is an example in Python: def coinChangeDP(coins, amount): dp = [float('inf')] * (amount + 1) for i in range(1, amount + 1): return dp[amount] if dp[amount] != float('inf') else -1 In this dynamic programming solution: The coinChangeDP function takes two arguments: coins, representing the available coin denominations, and amount, representing the target amount for which we need to make a change. It initializes an array dp of size amount + 1 and sets all elements to float('inf') except for dp[0], which is set to 0 because no coins are needed to make change for amount = 0. The solution uses a bottom-up approach, iterating from 1 to the amount. For each amount i, it iterates through each coin denomination in coins. If using the current coin denomination (coin) results in a smaller number of coins compared to the current value in dp[i], it updates dp[i] with the minimum value (dp[i - coin] + 1). Finally, the function returns dp[amount] as the minimum number of coins needed to make a change for the target amount. If dp[amount] is still float('inf'), it means making change for that amount is not possible with the given coin denominations, so it returns -1. The time complexity of the dynamic programming solution for the coin change problem is O(amount * n), where 'amount' is the target amount and 'n' is the number of coin denominations. The space complexity is also O(amount). Code Implementation of the Coin Change Problem Here is a complete Python implementation for the coin change problem: def coinChange(coins, amount): The coin change problem has several applications across various domains due to its nature of optimizing resources and finding the minimum number of coins needed to make change for a given amount. Here are some notable applications: Financial Transactions: Making changes in vending machines, cash registers, and ATMs. Optimizing currency exchange by using the minimum number of bills and coins. Resource Allocation: Allocating resources efficiently in supply chain management, such as minimizing the number of trucks needed to transport goods by optimizing cargo weight distribution. Optimizing inventory management by calculating the minimum number of items needed to fulfill orders. Algorithm Design: As a foundational problem in computer science and algorithms, it is used to teach and practice dynamic programming and recursive techniques. Formulating and solving other optimization problems, such as knapsack problems and scheduling problems, that require finding optimal combinations. Data Structures: Designing efficient data structures like priority queues and heap data structures, where the coin change problem can be used as a subproblem for operations like extracting minimum elements. Optimizing memory usage and time complexity in algorithms that involve resource allocation. Gaming and Puzzle Solving: Designing game mechanics that involve resource management and optimization, such as coin collection games or puzzle-solving games that require finding optimal solutions. Creating mathematical puzzles and challenges that test problem-solving skills. Optimization Problems: Solving optimization problems in various fields, including operations research, economics, and engineering, where minimizing resource usage or maximizing efficiency is crucial. Implementing efficient algorithms for load balancing, routing, and task scheduling in distributed systems and networks. Educational Purposes: Teaching algorithmic thinking and problem-solving skills in computer science and mathematics courses. Providing practice problems and challenges in programming competitions and hackathons. These applications indicate the versatility and importance of the coin change problem in various real-world scenarios and computational challenges. The coin-change problem is a fundamental and versatile computational challenge with applications across diverse domains. Its ability to optimize resources by finding the minimum number of coins needed to make change for a given amount makes it valuable in financial transactions, resource allocation, algorithm design, data structures, gaming, optimization problems, and educational contexts. Whether in currency exchange optimization, inventory management, algorithm design, puzzle solving, or teaching problem-solving skills; the coin change problem shows us how important it is to use resources efficiently and think algorithmically about real-world contexts and theories. Its solutions, including dynamic programming and recursive approaches, offer insights into algorithmic optimization and computational efficiency, making it a cornerstone problem in computer science, mathematics, and problem-solving disciplines. 1. What is the coin-changing problem? The coin-changing problem is a classic computational problem which involves finding the minimum number of coins (of various denominations) needed to make a change for a given amount of money. The goal is to optimize the use of coins and minimize the total number of coins required for the change. 2. What is the coin change problem Knapsack? The coin change problem Knapsack is a variant of the traditional coin change problem combined with the Knapsack problem. In this variant, along with finding the minimum number of coins to make change for a given amount, there are constraints on the total weight or value of coins that can be used, similar to items that can be placed in a knapsack with limited capacity. 3. What is the minimum coin change problem? The minimum coin change problem is another name for the traditional coin-changing problem. It refers to the objective of minimizing the number of coins used to make change for a specific amount, considering different denominations of coins. 4. What is the formula for the change-making problem? The formula for the change-making problem involves dynamic programming techniques. It can be represented as follows: Let dp[i] represent the minimum number of coins needed to make change for amount i. Base Case: dp[0] = 0, as no coins are needed to make change for 0 amount. Recursive Case: For each coin denomination coin, dp[i] = min(dp[i], dp[i - coin] + 1) if i - coin >= 0. Abhimita Debnath Abhimita Debnath is one of the students in UpGrad Big Data Engineering program with BITS Pilani. She's a Senior Software Engineer in Infosys. She… Read More Get Free Career Counselling upGrad Learner Support Talk to our experts. We’re available 24/7. Indian Nationals 1800 210 2020 Foreign Nationals +918045604032 upGrad does not grant credit; credits are granted, accepted or transferred at the sole discretion of the relevant educational institution offering the diploma or degree. We advise you to enquire further regarding the suitability of this program for your academic, professional requirements and job prospects before enrolling. upGrad does not make any representations regarding the recognition or equivalence of the credits or credentials awarded, unless otherwise expressly stated. Success depends on individual qualifications, experience, and efforts in seeking employment. 459 IMAGES 6 steps of the problem solving process Problem-Solving Strategies: Definition and 5 Techniques to Try 5 step problem solving method Problem-Solving Process in 6 Steps Project Management Problem Solving Steps Organizational Change 8 Step Problem Solving PowerPoint Presentation Slides COMMENTS An Agile Approach to Change Management An Agile Approach to Change Management. Six lessons on moving quickly under pressure. In the wake of Covid-19, organizations are fundamentally rethinking their product and service portfolios ... What Is Organizational Change Management? Organizational change refers to the actions in which a company or business alters a major component of its organization, such as its culture, the underlying technologies or infrastructure it uses to operate, or its internal processes. Organizational change management is the process of guiding organizational change to a successful resolution ... 5 Steps in the Change Management Process 5 Steps in the Change Management Process. 1. Prepare the Organization for Change. For an organization to successfully pursue and implement change, it must be prepared both logistically and culturally. Before delving into logistics, cultural preparation must first take place to achieve the best business outcome. The Hard Side of Change Management The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. ... Recruit people who have problem-solving skills ... Change Management: Why It's Important in Health Care Change management might mean bringing physicians and medical assistants in the same room and having both perspectives matter equally in the context of problem-solving. This can be challenging, so it's up to the leader to ensure discussion remains productive and respectful—creating and sustaining psychological safety. The Four Principles of Change Management Principle 2: Plan Change. Effective change doesn't just happen by chance, and any plan you make has to be right for your organization. The way that change projects are managed can vary from organization to organization. Some have very rigid change methodologies, while others are more open and flexible in their approach. 40 problem-solving techniques and processes 7. Solution evaluation. 1. Problem identification. The first stage of any problem solving process is to identify the problem (s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they're facing and wish to resolve. 7 Problem-Solving Skills That Can Help You Be a More ... Although problem-solving is a skill in its own right, a subset of seven skills can help make the process of problem-solving easier. These include analysis, communication, emotional intelligence, resilience, creativity, adaptability, and teamwork. 1. Analysis. As a manager, you'll solve each problem by assessing the situation first. What Is Change Management? + How to Use It Effectively A change manager is responsible for leading the change management plan and ensuring communication is strategic, effective, and organized. The change manager's role is to assess and identify risks and mitigation procedures. This type of manager will typically collaborate with project managers and project teams to set up change processes, all ... The Change Management Process: What Is It and Who Is It For? Working in change management requires that you have excellent problem-solving abilities, workplace skills, and love a challenge. If you enjoy collaborating with others, solving problems, and project management, then change management could be a rewarding career choice for you. Change Management Skills: Essental & Effective Problem-solving skills in change management involve not only addressing immediate problems but also anticipating and mitigating potential risks. Change leaders must have the ability to analyze complex situations, gather relevant data, and make informed decisions to overcome obstacles and keep the change process on track. Problem Solving Strategies Problem solving techniques in change management. Change management is a "catch-all" phrase that describes a complex and multi-dimensional set of behaviours and processes that are necessary to help an organisation - and the individual people within it - to move from "where we are now" to "where we want to be" . However, a successful change initiative (typically only 30% do succeed) ensures the ... The 4 Most Effective Ways Leaders Solve Problems Problem solving is the essence of what leaders exist to do. ... we took a problem solving approach that involved multiple steps and resulted in a full-blown change management effort with our label ... What is Problem Solving? Steps, Process & Techniques Finding a suitable solution for issues can be accomplished by following the basic four-step problem-solving process and methodology outlined below. Step. Characteristics. 1. Define the problem. Differentiate fact from opinion. Specify underlying causes. Consult each faction involved for information. State the problem specifically. How Good Are Your Change Management Skills? If the change makes financial and operational sense, then it will work. 5. If the team is dissatisfied with how something is working or operating right now, change is more likely to be successful. 6. I try to understand my organization's culture and values as important elements of a change project. Change Management Dilemma: The Wrong Solution or Solving the Wrong Problem Inadequate idea capture methods: when there is no proper method to energize and motivate people to generate ideas, or there is no method to capture data generated. Some reasons why brainstorming fails regarding the action dimension: Wrong problem statement. No transition from "business as usual.". Premature adoption of the first "right ... Difference between Incident, Problem, Change and Asset management When the root cause of a problem appears to be from a product or service, IT asset management's detailed record of the inventory expedites the problem-solving process. Apart from this, IT asset management assists problem management in studying the impact of an incident, examining the effects of implementing a solution, and providing information ... 6 ways to develop adaptability in the workplace and embrace change But even if it doesn't come naturally to you, it's still something you can develop. Take a look at six tips you can use to build, refine, and grow your adaptability skills through exercises and practice. 1. Improve your problem-solving skills. Problem solving helps you resolve specific issues as they arise. What is root cause analysis? A proactive approach to change management Root cause analysis (RCA) is a problem-solving process that focuses on identifying the root cause of issues or errors with the goal of preventing them from reoccurring in the future. RCA is ... 3 most common change management problems Also, give employees avenues to share their concerns and address those concerns regularly. #3. Implementing new technologies. Few changes cause as many headaches for people at all levels of an organization as implementing technology. New equipment, tools, and workflows change the way everyone works. Tips to Overcome Organizational Change for Success Conclusion. The potential impact of even a small percentage improvement in change realization within a company can be substantial. Such advancements can lead to significant gains in efficiency, productivity, employee engagement and overall organizational success. The cumulative effect of these improvements can create a ripple effect throughout the company's processes, culture, and bottom line. Solving the Coin Change Problem: A Step-by-Step Guide There are various approaches to solving the coin change problem. Two common methods are recursive solutions and dynamic programming solutions. Recursive Solution. ... Whether in currency exchange optimization, inventory management, algorithm design, puzzle solving, or teaching problem-solving skills; the coin change problem shows us how ... 7 Problem-Solving Skills That Can Help You Be a More ... Problem-solving is both an ability and a process. As an ability, problem-solving can help resolve issues in different environments, such as home, school, abroad, and social situations. As a process, problem-solving involves a series of steps for finding solutions to questions or concerns that arise throughout life. The importance of problem ... essay homework paper phd review speech study thesis