The Problem Solving Company

The Problem Solving Company-16
Before offering that employee higher pay or a more flexible schedule, it's worth looking into whether the problem is unique to this individual employee or are all your workers dissatisfied.The former approach may retain a single staff member, while the latter could pre-empt ongoing staffing issues in the future.Every business will encounter problems, but the mark of a really successful brand is how swiftly and adeptly teams can work together to create solutions.

Before offering that employee higher pay or a more flexible schedule, it's worth looking into whether the problem is unique to this individual employee or are all your workers dissatisfied.

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If someone offers an idea, the entire team should feel responsible for the outcome--whether it worked well or completely fell flat.

You have to set the example by allowing yourself to be vulnerable, share your thoughts, and own up to mistakes so others feel free to do the same.

Research shows high levels of cognitive diversity perform best when presented with a problem that must be solved.

It's been shown time and again that putting people with different personality types, strengths, knowledge banks, and leadership styles together to work through an issue results in better collaboration, problem identification, discipline, out-of-the-box thinking, and innovation.

Reward the team for experimenting, asserting their own ideas, and encouraging one another to go outside their comfort zones in the name of collaboration and problem-solving., Chris Zook dedicates a chapter to the issue of "stallout," which he says approximately two-thirds of companies face at some point.

This problem is essentially the point at which companies reach an impasse and stop growing due to a lack of new ideas and disorganized structures.At the root of adept problem-solving is the presence of multiple perspectives.This is only starting to become a popular philosophy, but just think about it: If you have a group made up of all rule-breakers or all individuals who are highly risk-averse, you're stuck with a group of people who will approach the problem in almost entirely the same way.Too many like-minded people, even when rallied around the same cause, will end up providing redundant and stagnant ideas.So the first solution for a strong team of problem solvers is cognitive diversity.After you finish identifying and analyzing the problem, chart a course of action for forging a solution.To define your decision-making criteria, you need to clarify your priorities.Zook specifically mentions a point in Home Depot's journey in which CEO Frank Blake brought back "the founders' mentality." Blake rejuvenated Home Depot by speaking with employees and getting their feedback, as well as by emphasizing core values and customer experience.One of the keys he attributes to Blake's success, however, was that he committed himself to make the processes and mission of the company less complex and more clear.Although cognitive diversity is extremely powerful, there is one thing that can completely nullify its benefits: fear of negative social repercussions.No matter how many diverse people and perspectives you bring to the proverbial table, you'll never gain insight into their ideas if they're worried about being punished or mocked for speaking out.


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