The problem-solving ladder makes evident the dynamic nature of problems and the forward thinking required to plan ahead. There are six runs on this cognitive ladder from problem identification to effective resolution.
STEP #1 – DETECTION is perceive a change or realize that the environment is different; people and situations are different and strange things happen. It is the level of sensitivity that one has to notice small changes in events, changes in routines, unusual or unexplained events. Troubleshooting can begin in a moment of wonder, with a flash of doubt, or at any point of indecision. Spotting problems or spotting an opportunity to get involved is the first point of engagement. it is intuition.
challenge: We resolve only what we see. Thus, even upon receiving notification and receiving new information, we reject it or deny its existence. We assume that if it were a problem someone else would already be working on it.
Goal: Spot problems earlier and take action later point of origin
Rung #2 – TILT to act is required. Reactions to a detected problem may include avoidance, postponement, denial, or paralysis. Inclination refers to the level of desire one has to get involved. It is the motivation that drives one to make a difference, to move beyond acceptance and affect change. While some jump out of fear of retaliation, others out of honor, some just step forward to be noticed. At a minimum, there must be the will to try.
challenge: People are more likely to avoid acting not because of motivation or desire, but because of mixed signals, unclear goals, undefined roles, conflicting priorities, or unnecessary barriers.
Goals: Reduce approach avoidance by building trust and providing the right incentives. Improve motivation to address problems as they arise. arise before them root.
STEP #3 – CAPACITY is the experience, knowledge and skill that one uses to identify the best answers and then act accordingly. Technical skills and content knowledge are developed and are most effective in stable and predictable environments. The employee can rely on habit, routine, and memory. In new situations, a person searches their memory for experiences and knowledge that apply to the situation at hand. They must be able to seek new answers that extend their span of control and develop the confidence to act on new problems as they arise.
challenge: Previous successful experience with the use of one approach results in a reluctance to investigate alternatives. Even when people have the required technical skills, they don’t know how to apply them to the specific situation. Confidence in existing knowledge becomes a barrier to approaching new situations. When faced with new situations, there is a tendency to discard, reject and rely solely on previous learning. That selective filtering diminishes the ability to detect changes early enough and the variations between them to be effective.
Goal: Increase the span of control and the ability to effectively identify and address problems to delay their increase. Improve the ability to apply technical knowledge, experience and to identify main cause of problems and accept that there is more under your control.
STEP #4 – CONSULTATION
Skillful helpful questioning used to discover the unknown; what information is needed and what more can be done. Inquiry begins with what is already known and cleverly uses questions to gather more information; analyze problems from multiple perspectives, examine underlying issues, predict consequences, explore assumptions, and consider alternative explanations. Inquiry is necessary to isolate the most important issues, separate opinion from fact, and connect previous experiences with new ones.
challenge: Desire to solve a problem before the problem is properly defined. There is a tendency to ask low-level confirmation questions and not enough high-level questions for exploration. Ask questions to prove what it is instead of finding out what It is not and because? Relying too much on what is believed and not challenging those beliefs or revealing the unknown.
Goal: Increase the level of intellectual curiosity, reflection, and insight needed to predict the nature and growth Problem Solving Ask high-level, high-productivity questions until links become apparent and hidden opportunities are revealed. Develop a greater understanding, make more connections, identify patterns and trends.
STEP #5 – SPECIALIZED RESPONSE
A skillful response is thought turned into action in uncertain and unpredictable environments. It is situational awareness, focus, and precise execution without prompting or hesitation. Begin at the beginning. Look at the problem from all sides, isolate the problems and identify the gap that needs to be closed. The focus is on goal setting and developing a way to track and measure results. To get there, it is necessary to classify, analyze and synthesize all the information received. The answer produces the best options and many alternative paths that will lead to the goal.
challenge: The tendency to select the most obvious but incorrect solution to the problem. Failure to consider probabilities and consequences before taking action produces alternatives without considering costs or pathway trade-offs; to jump to solutions without thinking about how they will affect the goals.
Goal: Start with the end in mind by creating the highest set of viable options that will slow down the increase and speed up the arrangement of the problem.
STEP #6 – RESULTS DIRECTED
Goal-focused plans direct energy, resources, time, and effort toward value-added results. Directed results are evidence of good judgment and reasoned decision making. They require collaboration and effective communication to influence outcomes and negotiate obstacles in real time. Directed outcomes include the selection of the paths, options, and alternatives most likely to succeed. It means weighing potential gains against projected costs. Start with measures that matter and work towards them. Execute plans with the expectation that challenges and sub-problems will arise. Results are expressed in measures of money, cost, time, and quality, not simply the performance of tasks.
challenge: Getting caught up in tasks and losing focus on the goal. Getting stuck on what worked before. Changing plans too quickly or failing to recognize when a new plan is needed before costs increase, time elapses, or resources are committed.
Goal: Start with actions that matter and eliminate the problem in the most effective way to deliver the highest rate of return. Solve the problem in a way that produces fewer unintended consequences.