I always start with articulating the problem statement and involve the stakeholders in this process. When articulating the problem statement it is important to discuss these questions: 1. What is the problem? 2. Who or what is being impacted? 3. What is the risk of not solving for the problem? 4. What other solutions or options have already been considered? 5. Where does this problem stand / rank on the prioritization matrix against all other initiatives / goals? While brainstorming the problem statement, it is important to identify the key players who can help get the sponsorship, stakeholder buy-in and own the execution if the problem is prioritized.

Define clear goals, document the process, communicate openly with stakeholders, collaborate for diverse input, encourage feedback, adhere to timelines, monitor progress, admit mistakes and learn from them, establish checks and balances for oversight, and transparently evaluate outcomes.

It is generally recognised that the Definition stage of the problem-solving process is the starting point for those tasked with resolving issues. However, I have always maintained that there's a preliminary phase that requires asking why it is a problem BEFORE trying to define it. Very often, those deciding they have a problem are not necessarily the people best placed to assert such. A good example, albeit slightly off-topic, is a sales situation where the client approaches a company and says 'I have x problem, I need y product'. A good salesperson will question the premise upon which this belief is based. It's no different in any other situation: Why is it a problem? And for who? How do you know? are all important questions.

Ensure transparency and accountability in problem solving by defining the problem clearly, documenting the process, maintaining open communication, involving stakeholders, providing regular updates, seeking feedback, documenting decision-making criteria, defining evaluation criteria, establishing accountability mechanisms, and conducting post-implementation reviews for continuous improvement.

In fostering transparency and accountability within our problem-solving process, it's crucial to cultivate a culture of trust at all levels. Management entrusts employees with significant responsibility, fostering an environment where individuals feel empowered to contribute their ideas and insights freely. Likewise, employees trust each other and believe in the leadership's commitment to their well-being. By upholding these values, we ensure that all stakeholders are engaged and invested in our collective success.

Certainly from a manufacturing perspective, but I suggest in any context the very first thing one should prioritise, having defined the problem, is to contain it. Seeking to find root cause will certainly help resolve the issue but that is no use if the problem is still wreaking havoc whilst you are gathering data. There is a very simple process that one can follow: CONTAINMENT. That is, stop any further occurrences if possible. In containing the problem, we are beginning the information-gathering process, which will continue until we have found Root Cause. Only then can we move onto the following steps. CORRECTION. Fix the issue. PREVENTION. Institute measures to prevent it's recurrence.

Involve a diverse range of stakeholders, including individuals directly affected by the problem or those with expertise in the relevant domain. Incorporating diverse perspectives ensures a comprehensive understanding of the issue and its implications. Engage stakeholders through 1. Interviews 2. Surveys 3. Focus groups 4. Workshops to gather firsthand insights, experiences, and opinions. This inclusive approach not only enriches the information pool but also enhances the credibility and relevance of the gathered information.

Solving problems have various tactically. first, patience very important make you collect information, also shall help you understand the problem-solving process automatically.

When problem solving, it is important to consider all the solutions. However, realistically its not possible to implement them all. So the question is how do we generate big ideas and compare the solutions? The techniques that I use to generate and compare ideas are: 1. Blue sky thinking / brainstorming 2. Storyboarding 3. SWOT Analysis (strengths, weaknesses, opportunities and threats) 4. 5 Whys 5. SOAR Analysis (Strengths, Opportunities, Aspirations, and Results) 6. Thinking hats / 6 Thinking hats 7. SCAMPER ( substitute, combine, adapt, modify, put to another use, eliminate and reverse) 8. Rapid Ideation 9. What if scenarios 10. Gap Filling

In the crucial stage of generating and comparing alternatives in the problem-solving process, transparency and accountability can be ensured by fostering a diverse and inclusive environment for idea generation, clearly defining evaluation criteria, and communicating the decision-making process. Data-driven decision-making should be emphasized, with a focus on documenting sources and methodologies used for analysis.

compare alternatives. first steps, ask day and time, example, lunch time or breakfast, second go to find background. that way will be helping you drive your mindset to find solution very asap.

plan and execute the actions and resources needed to implement the solution, and communicate the expected outcomes and responsibilities to your stakeholders. You should also monitor the progress and performance of the solution, and collect and report feedback and data that can measure its success or failure

This step is often overlooked once the solution to the problem is implemented. A good leader always ensures that they close the loop before moving on the next step. Here are some of my preferred approaches to close the loop 1. Stakeholder feedback session / survey loop 2. Postmortem / lessons learned 3. Documentation to ensure the team owing the solution has all the information they need 4. Agreement around the maintenance and improvement of the solution 5. Seek feedback from the user group

Implement open communication about the challenges faced and proposed solutions, promoting transparency. Adopt a continuous learning approach, analyzing process outcomes for constant refinement and enhanced accountability.

This is one I find is often lacking - reflection. It's easy to define a problem and work through it. But it's incredibly important to reflect on the process - what did you learn, how could things have been done differently, etc... Even if there is the appearance that everything was done right and a project was a success or a problem solved, there is still SOMETHING that can be learned from it... even if it is something small.