ATD Blog
Are You a Problem Solver, Problem Seeker, or a Problem Maker?
Tue Jan 14 2014
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The main foundation of a solid learning strategy or instructional design project is the results gathered during the analysis of the learners’ need and organizational strategic goals. Workplace learning and performance (WLP) professionals are avid about finding the core of the problem so they can implement the best solution for the problem.
The main foundation of a solid learning strategy or instructional design project is the results gathered during the analysis of the learners’ need and organizational strategic goals. Workplace learning and performance (WLP) professionals are avid about finding the core of the problem so they can implement the best solution for the problem.
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Sometimes, though, we find ourselves creating solutions that address a situation without any major need.
Sometimes, though, we find ourselves creating solutions that address a situation without any major need.
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What comes first?
What comes first?
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It is important for WLP professionals to be able to see the difference between having a problem in search of a solution versus a solution in search of a problem. We must ensure that we are approaching issues from the perspective of seeking problems and offering tailored solutions, rather than putting ourselves in a situation where we are seeking solutions for problems that may not exist.
It is important for WLP professionals to be able to see the difference between having a problem in search of a solution versus a solution in search of a problem. We must ensure that we are approaching issues from the perspective of seeking problems and offering tailored solutions, rather than putting ourselves in a situation where we are seeking solutions for problems that may not exist.
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By description a problem isn't just something that bothers/annoys/upsets you. A problem is something that you try to solve. If it is something that is by nature impossible for you to solve, then you stop trying to solve it. Then it is no longer a problem , it is rather something that you find a way to accept and deal with.
By description a problem isn't just something that bothers/annoys/upsets you. A problem is something that you try to solve. If it is something that is by nature impossible for you to solve, then you stop trying to solve it. Then it is no longer a problem, it is rather something that you find a way to accept and deal with.
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Why ask why?
Why ask why?
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Consider this quote from the Dalai Lama: “ If there is no solution to the problem, then don't waste time worrying about it. If there is a solution to the problem, then don't waste time worrying about it.”
Consider this quote from the Dalai Lama: “If there is no solution to the problem, then don't waste time worrying about it. If there is a solution to the problem, then don't waste time worrying about it.”
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There are several ways to identify performance gaps, learners’ needs, core issues, and organizational and individual learning requirements. One example is the “5 Whys” technique used to determine the root causes of a problem. Continuously asking “Why?” may be a favorite technique of your three year old child in driving you crazy, but it could teach you a valuable Six Sigma quality lesson.
There are several ways to identify performance gaps, learners’ needs, core issues, and organizational and individual learning requirements. One example is the “5 Whys” technique used to determine the root causes of a problem. Continuously asking “Why?” may be a favorite technique of your three year old child in driving you crazy, but it could teach you a valuable Six Sigma quality lesson.
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The “5 Whys” is a technique used in the analyze phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology. It is a great Six Sigma tool that does not involve data segmentation, hypothesis testing, regression, or other advanced statistical tools. In many cases, this technique can be completed without a data collection plan.
The “5 Whys” is a technique used in the analyze phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology. It is a great Six Sigma tool that does not involve data segmentation, hypothesis testing, regression, or other advanced statistical tools. In many cases, this technique can be completed without a data collection plan.
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Most of us have been there: We gather the team of subject matter experts, draw the fishbone or other analysis tool, and start brainstorming. We ask why five times until we get to the root cause. Then maybe rack and stack the causes using some sort of matrix, rating each cause and its influence on the problem. Sometimes we don’t even need to ask why five times to get to the answer. One or two is all it takes.
Most of us have been there: We gather the team of subject matter experts, draw the fishbone or other analysis tool, and start brainstorming. We ask why five times until we get to the root cause. Then maybe rack and stack the causes using some sort of matrix, rating each cause and its influence on the problem. Sometimes we don’t even need to ask why five times to get to the answer. One or two is all it takes.
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What is your motivation?
What is your motivation?
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However, sometimes our desire to find a problem and, consequently, the appropriate solution may cloud our sight. Our intentions are great, but we need to be able to leverage the right motivation while analyzing needs. During analysis phases, we may be able to determine if the right trajectory of a project is through training by addressing skills and knowledge deficiencies, or through human performance improvement (HPI) by addressing behavior issues.
However, sometimes our desire to find a problem and, consequently, the appropriate solution may cloud our sight. Our intentions are great, but we need to be able to leverage the right motivation while analyzing needs. During analysis phases, we may be able to determine if the right trajectory of a project is through training by addressing skills and knowledge deficiencies, or through human performance improvement (HPI) by addressing behavior issues.
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But, what if nothing is found during your analysis? What if there is nothing wrong with the current state of your stakeholder or audience performance? What would you tell them?
But, what if nothing is found during your analysis? What if there is nothing wrong with the current state of your stakeholder or audience performance? What would you tell them?
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Remember to try to find the right motivation. You can’t fool yourself—or your stakeholder—if you provide a solution when there is nothing needing to be fixed. If you try to find a solution when there is not a problem, you will eventually find yourself in a situation where you are not a problem solver nor a problem seeker, but a problem maker.
Remember to try to find the right motivation. You can’t fool yourself—or your stakeholder—if you provide a solution when there is nothing needing to be fixed. If you try to find a solution when there is not a problem, you will eventually find yourself in a situation where you are not a problem solver nor a problem seeker, but a problem maker.
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Sometimes the solution for an inquiry or a gap analysis request can be as simple as, “No major problems or concerns were identified.” It does not mean that your job is done; it just means that you need to change your approach or strategy. And clients will appreciate your honest approach if you tell them that they are doing alright and what they may need is just a continuous improvement process—instead of some major overhaul.
Sometimes the solution for an inquiry or a gap analysis request can be as simple as, “No major problems or concerns were identified.” It does not mean that your job is done; it just means that you need to change your approach or strategy. And clients will appreciate your honest approach if you tell them that they are doing alright and what they may need is just a continuous improvement process—instead of some major overhaul.
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How do you get started?
How do you get started?
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If you start with the end in mind, you will be able to help your clients and organizations by addressing the four fundamental needs of performance excellence analysis (see below).
If you start with the end in mind, you will be able to help your clients and organizations by addressing the four fundamental needs of performance excellence analysis (see below).
Content | Content |
Content Needs Needs | Content Questions to Ask Questions to Ask |
Content Business/Organizational Business/Organizational | Content What is your objective or expected outcome? What is your objective or expected outcome? |
Content Job performance Job performance | Content What do the performers need to do to reach objective? What do the performers need to do to reach objective? |
Content Training Training | Content What activity or learning experience will help them to learn and perform? What activity or learning experience will help them to learn and perform? |
Content Individual Individual | Content What will motivate them to learn and perform? What will motivate them to learn and perform? |
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Addressing these four needs will enable the WLP professional to move in the right direction. Bypassing the initial analysis phase to gain time to create a quick solution may cause a much larger problem in the future. You will risk your credibility and reliability of your efforts.
Addressing these four needs will enable the WLP professional to move in the right direction. Bypassing the initial analysis phase to gain time to create a quick solution may cause a much larger problem in the future. You will risk your credibility and reliability of your efforts.
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Remember: Sometimes the “problem” will not be solved, but created by you. Results should not be analyzed only at the end of a project, but also at the beginning. This is essential for the individual and organizational learning.
Remember: Sometimes the “problem” will not be solved, but created by you. Results should not be analyzed only at the end of a project, but also at the beginning. This is essential for the individual and organizational learning.
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Learning is a crucial attribute of high-performing organizations. Results should be evaluated based on:
Learning is a crucial attribute of high-performing organizations. Results should be evaluated based on:
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current performance
current performance
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performance relative to appropriate comparisons
performance relative to appropriate comparisons
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the rate, breadth, and importance of performance improvements
the rate, breadth, and importance of performance improvements
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the relationship of result measures to key organizational performance requirements.
the relationship of result measures to key organizational performance requirements.
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Effective, well-deployed organizational learning can help an organization improve from the early stages of reacting to problems to the highest levels of organization-wide improvement, refinement, and innovation.
Effective, well-deployed organizational learning can help an organization improve from the early stages of reacting to problems to the highest levels of organization-wide improvement, refinement, and innovation.
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Final word
Final word
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If there is a problem, act on it. But if there is no problem to be solved, be thoughtful with your response. Focus on your specific challenges, advantages, and opportunities. Your job is not done just because there is no specific problem to solve. Instead, you can position learning and performance improvement efforts to maximize organizational advantages.
If there is a problem, act on it. But if there is no problem to be solved, be thoughtful with your response. Focus on your specific challenges, advantages, and opportunities. Your job is not done just because there is no specific problem to solve. Instead, you can position learning and performance improvement efforts to maximize organizational advantages.
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These sorts of advantages are the source of current and future competitive success relative to other providers of similar products. Strategic advantages generally arise from two sources:
These sorts of advantages are the source of current and future competitive success relative to other providers of similar products. Strategic advantages generally arise from two sources:
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core competencies, which focus on building and expanding on your organization’s internal capabilities
core competencies, which focus on building and expanding on your organization’s internal capabilities
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strategically important external resources, which your organization shapes and leverages through key external relationships and partnerships.
strategically important external resources, which your organization shapes and leverages through key external relationships and partnerships.
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Remember that learning, performance improvement, innovation, and training can be used not only to address challenges, but also to support your organization’s strategic goals and maximize their strategic advantages. Do not try to solve a problem if there is not one.
Remember that learning, performance improvement, innovation, and training can be used not only to address challenges, but also to support your organization’s strategic goals and maximize their strategic advantages. Do not try to solve a problem if there is not one.