Don’t rely on intuition! The benefits of firsthand observation
One of the largest challenges that faces problem solvers is the temptation to solve a problem without seeing and observing the problem firsthand. The way this temptation materializes can take many forms. Data analysts scour over heaps of data, looking for trends and curiosities. Seasoned managers rely on past experiences and assume things about the problem that are possibly incorrect and unconfirmed. Subject matter experts like engineers and maintenance professionals may attempt solutions to problems based on their intuition and deep expertise.
In each of these cases, the approaches leave much to be desired and many questions unanswered. Problem solving is a boots-on-the-ground activity. While there are other ways to improve your problem solving skills, and improve problem solving leadership, without observing the issues first-hand you face an uphill battle to develop an effective, sustainable, and impactful solution. Here, we’ll look at some of the key benefits to making that extra effort to go and see the problem first hand.
Deepening Understanding: Problem observation provides an opportunity to deepen understanding of the problem but also the interconnectedness of your business. Observing the problem compels you to consider other processes, workflows, and people doing the work. By observing work in its natural context, leaders and problem solvers gain insights that cannot be gleaned from reports or data alone. These insights enable them to make better, informed decisions, support root cause analysis, and increase organizational performance.
Empowering Employees: Problem observation also empowers employees by demonstrating the organization’s commitment to listening, learning, and supporting frontline teams. This is particularly important when these teams are facing a challenging problem. By engaging with employees on the front line, leaders signal their willingness to address concerns, solicit feedback, and involve employees in problem-solving initiatives. Developing this relationship leads to a greater sense of ownership and accountability for all employees.
Identifying Waste and Opportunities: Observation also enables leaders and problem solvers to identify other opportunities for improvement. Just because there isn’t a pressing issue doesn’t mean problem solving teams cant work on smaller, periphery opportunities to remove inefficiencies, disruptions and wasteful activities in the business’s operations. to identify waste, inefficiencies, and non-value-added activities in processes. By observing these issues firsthand, problem solving teams can create better more robust solutions while also identifying consistent weaknesses in the organization’s culture and capability to execute.
Driving Continuous Improvement: front line observations serve as a catalyst for continuous improvement initiatives. By engaging employees in problem-solving discussions, generating ideas for improvement, and implementing small-scale experiments, leaders instill a culture of experimentation and innovation. In this environment, employees are encouraged to learn continuously and adapt to new opportunities in pursuit of success.
Successful Approaches to Problem Observation
When taking the time to observe the problem, it’s important to be mindful of the opportunities that are available to you. Yes, you can learn a lot about business processes, systems, and problems. But you also have a unique opportunity to promote the values that are important to you and build relationships that will increase morale and propel the organization towards greater performance and achievement. With this in mind, consider these approaches when observing:
Lead by Example: Leaders who take the time to observe, learn from, and understand the operation and problems create a good example for others in the organization. By demonstrating a genuine interest in the complexities of the organization’s operations, Leaders provide a good example. By visibly prioritizing observation and understanding and engaging with employees, leaders set the tone for the organization and inspire others to follow suit.
Listen Actively: During observations, problem solving teams must listen actively to frontline employees, who usually know more about the work, activities, and operations than anybody else. By asking open-ended questions, seeking clarification, and acknowledging employee input, problem solving leaders can engage in active listening, empower employees, and learn more about the nature of the problem. By demonstrating empathy and receptiveness to feedback from frontline employees, leaders foster a culture of open communication and trust.
Focus on Process, Not People: The focus of these observations should be on understanding processes and identifying opportunities for improvement rather than attributing blame or fault to individual employees. By adopting a process-oriented approach, leaders create a non-threatening environment where employees feel comfortable discussing challenges and proposing solutions.
Follow-Up and Follow-Through: Observations should not end with a cold shoulder as you walk away from the activity. Instead, it should end with action. Following up with employees affected by the problem is important. Communicate the identified issues, track progress on improvement initiatives, and provide support and resources as needed to ensure sustained results.
Conclusion
Problem observation is an important part of the problem solving process. The benefits of a thoughtful and deliberate observation are much greater than gaining a better understanding of the problem and business processes. The commitment to understanding and listening to the frontline demonstrates a commitment to continuous learning, employee empowerment, and operational excellence. By embracing firsthand experiences as a cornerstone of their problem solving approach, organizations can gain invaluable insights, foster a culture of collaboration and innovation, and drive sustainable improvements that propel them towards their strategic goals.
