THE 3 CRITICAL

PILLARS OF
AN EFFECTIVE PROBLEM
SOLVING
CULTURE

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THE 3 CRITICAL PILLARS OF AN EFFECTIVE PROBLEM-SOLVING CULTURE

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INTRODUCTION
It is commonly believed that to foster a problem-solving culture, managers
must serve as mentors and cultural leaders—building the systems and
atmosphere that support and encourage team members at all levels to
problem solve effectively.

That is absolutely true. However, once these problem-solving roles are

understood, truly developing an effective problem-solving culture will require
the following three elements:

1 Adopting a formal, standardized problem-solving

methodology for the organization

2 Integrating the formal system into the organization in a way

that capitalizes on existing roles, responsibilities, and systems

3 Embracing a change management process to ensure people

have the training and coaching to accept and perform new
problem-solving functions

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ADOPT A FORMAL, STANDARDIZED

PROBLEM-SOLVING METHODOLOGY
Establishing a standard methodology for the organization as a whole brings synergistic
benefits beyond the skills of the individuals. If the methodology is developed and
deployed well, problem-solving benefits will include:

A common terminology. Speaking the same language Economies of scale when training employees in until the various events leading up to the occurrence
leads to more accurate communications and fewer the methodology. This will reduce per-employee of the problem have been identified. At this point,
misunderstandings. training costs. experts—and others with ancillary knowledge of the
problem—must be brought into the process of finding
A common paradigm from which all problems and Let’s look at a hypothetical incident involving the workable solutions.
solutions are approached. Commonality creates manufacture of an off-spec batch of fertilizer. On
efficiency, which leads to quicker results. the surface, this would appear to be strictly a quality Everyone who has gone through the standardized
assurance problem, but it might be discovered that training will be able to immediately apply their full
Greatly improved ability to problem solve effectively the bad batch was affected by a lack of preventive energy to solving the problem at hand instead of trying
in teams. On the surface, problems might appear to maintenance on a blender, which in turn was caused to decipher the thought processes of the problem-
be isolated occurrences, but events leading up to the by an IT breakdown in the preventive maintenance solving team and how it is approaching the problem.
problem often cut across departmental and disciplinary scheduling. It would be difficult for the quality Having in place an organization wide, structured
boundaries. Therefore, finding the most efficient, cost- manager—or quality department for that matter—to methodology with a common terminology and
effective solutions dictates that expertise from these develop the most effective solutions on its own. These approach to problems, and a systematic investigative
various sources work in teams. would likely come from a team that includes members process, makes this all much more simple and efficient.
from quality, maintenance, and IT. In this way, solutions
The ability to assimilate new employees in the middle
would take into account the needs, strengths, and
of a problem-solving session in a “plug and play”
limitations of everyone involved.
manner. New members will be familiar with the steps
in the process and will be able to quickly integrate and As this example shows, when dealing with more
contribute during an ongoing investigation. complex problems, the levels and fields of expertise
needed to troubleshoot the issue will not be known

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INTEGRATE THE PROBLEM-SOLVING

METHOD INTO THE ORGANIZATION
Developing your program through an interactive workshop is the fastest and most
efficient approach. The goals and benefits of the workshop are as follows:

Develop the program promptly and deploy it for the success of the program (i.e., champions), those with the different elements of the new problem-
swiftly. Time is money, and it is important to maintain having the authority to delegate needed resources solving methodology. Depending on the size of
momentum. The faster the organization can identify, (sponsors), and those whose employees will have the organization and the formal problem-solving
develop, and deploy the elements required to operate job-duty changes. Ideally, it should be conducted by methodology chosen, new roles and responsibilities
a standard methodology, the faster program benefits an independent facilitator with expertise in both the can either be met by creating new positions, or through
add to the bottom line. New initiatives will have problem-solving methodology as well as program changes or additions to existing duties. In either case,
supporters, skeptics, and even detractors. The quicker design and development. It is important to assign the program champions should ensure that change
the program begins to generate results, the more resources to the program based solely on the needs of management is a part of the process early on for the
confident and active the supporters will be. Skeptics the program, and not on any self-serving interests. reasons discussed in the next section.
will begin to buy in, and detractors will find fewer
reasons for resistance. All of this greatly increases the Take stock of existing roles and responsibilities,
likelihood of program actualization, which, once again, as well as technical infrastructure, and build upon
benefits the bottom line. it. The objective is to comprehensively satisfy the
design and development and operational needs of
Workshop participants must be key root cause the program while using to the fullest extent existing
analysis (RCA) program decision makers. A key systems and positions. This approach conserves
objective is to develop the program in a manner that precious resources by avoiding the creation of
capitalizes on the existing strengths and available redundancies and new bureaucracies. Outcomes
resources of the organization, and that can be launched should include consensus agreement on necessary
in the shortest amount of time without cutting corners organizational changes in roles, responsibilities,
or leaving things to chance. Because the interactive operational infrastructure, and responsibility for each
workshop focuses on making these critical decisions, task. Additionally, the workshop should outline a
workshop participants should include those responsible comprehensive training plan for employees tasked

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TAKE A FORMAL APPROACH TO

MANAGING CHANGE
Research by the Prosci Learning Center clearly reveals that most failed initiatives can
be chalked up to a lack of planning for the human reaction to the change, and not to
the validity of the initiative itself. Change management—the science of dealing with the
human element—is quite often overlooked whenever new initiatives are undertaken that
involve changes in job duties and responsibilities.
An effective change management strategy should include the following elements:

Clearly define the initiative sponsors and their roles a successful history of change and are not currently
in the process. Lack of visible sponsorship is a leading overwhelmed with new initiatives would be considered
cause of initiative failure. “change ready” and as such, will need less change
management planning than those that have a history of
Gauge the organization’s change readiness. Every past failures, or that are presently bogged down with
organization has a history of change experiences that new programs. Change readiness is most accurately
will influence how any new initiative will be viewed and measured through a survey completed by selected
accepted by its employees. This condition is referred members of the organization, usually in the design and
to as “change readiness.” Knowing this history is critical development workshop.
to customizing the change management plan to the
organization's needs. Organizations that have had

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Develop a thorough communications plan. Once the Develop a comprehensive training schedule

"Properly trained
decision is made to adopt a standard problem-solving for those who will have new RCA program
methodology, there should be a general announcement responsibilities. Properly trained employees will
from the organization's leader explaining the reason
for the change, the expected benefits, and the added
present less resistance because they will have more
confidence in their ability to carry out their new duties.
employees will present
short-term sacrifice needed to get there. General less resistance because
they will have more
communications should then continue as the program Set up defined coaching relationships for those
begins to take effect, with specific emphasis on with new duties. It is very important that newly trained
sharing successes so that understanding and support individuals know specifically whom to go to when they
confidence in their
ability to carry out their
builds. Simultaneously, communications should occur have questions or need help with their new duties.
regularly between program coaches and their protégés
to foster constructive feedback as those with new
responsibilities begin using the new methodology.
new duties."
Identify the departments and individuals whose job
duties will be altered by the addition of the new RCA
program. These individuals will be the primary focus of
the change management plan.

Identify people who will perceive themselves as

“losing” from a successful implementation, and plan
to proactively address those sentiments. There will
always be some resistance to change, so anticipate it
and build in a structure to manage it.

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CONCLUSION
For maximum effect in the shortest period of time, it is imperative to decide on a standard
methodology for the organization, deploy the program rapidly, and attend to the human
element required for success. Paying attention to these three pillars will bring the most
value in the shortest time to maximize program return on investment.

This content originally appeared in Quality Digest on June 16, 2010 and was authored by
Bruce Ballinger - RCA Instructor and Facilitator for ARMS Reliability

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 ARMS Reliability assists organizations with
developing and implementing a comprehensive
and sustainable root cause analysis program that's
customized to achieve your goals and objectives.

To learn more visit

www.apollorootcause.com

ARMS Reliability is an authorized global training provider of the Apollo Root Cause Analysis methodology.

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