Problem-Solving Success Tip: Use Your Time for Problems that are Truly ImportantLearn Management Articles on management-info.biz. Problem-Solving Success Tip: Use Your Time for Problems that are Truly Important article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
Hard as it may be to walk away once you're aware of it, just because a problem is there doesn't mean you have to solve it. Ask yourself and your colleagues, 'What will happen if we don't solve this problem?' If the answer is, 'not much,' then turn your attention to something more important. If you don't know what will happen, find out before you undertake a problem-solving project. It should be clear to you and everyone else involved that the problem is worth the effort--and expense--to fix it. Quantify the cost of the problem quickly, but as realistically as you can. Include lost opportunity costs as well as real expenses such as staff time to deal with the problem, travel expenses, etc. Use actual costs where you can; estimate where you can't. Then guesstimate what it will cost to analyze and fix it. Write your analysis down, stating all your assumptions explicitly. Get a colleague to verify that your assumptions and estimates are reasonable. Start with a rough 'order of magnitude' estimate. That may be enough to answer the question of whether you should proceed. If it's not clear, especially if the cost to solve it will be high, do a more careful analysis. If it will cost more to fix than to live with the problem, or if the number is even close, perhaps your resources (time, people, money) are better spent on other projects. If you decide to proceed anyway, you can do so with a better understanding of what you're undertaking. On the other hand, if you can demonstrate that the cost of the problem is much higher than the cost of solving it, using estimates based on reasonable assumptions, it will generally be much easier to get the resources you need. You can use your written analysis as a sales tool to help win support for your decision to proceed or not. We have to learn to distinguish those things that are truly important from those that are merely urgent. --Jerry D. Campbell
copyright 2005. Jeanne Sawyer. All Rights Reserved. |
More Articles:1. Work Environment Tidbits By Jeremiah P. Huck Color is a big factor effecting all indoor environments. Since most of us spend many hours each day at work, the coloring of the space has a big impact on us. Monotone color schemes can over charge certain personality and behavioral patterns. The color grey can cause depression and frequent change, leading to coping actions like drinking alcohol. Too much grey [ a common business/office main color ] can also lead to unclear thoughts and actions. Sometimes in life and business things need t… 2. Building the Trust in Your Employees - 12 Easy Tips By Martin Haworth In Stephen Covey's great book, "The Seven Habits of Highly Effective People", he talks about the 'emotional bank account', where you have to build a credit in your relationship with the individuals who you work with (and everyone else as well!).If what you do isn't 'trustworthy', then all you have done in your gentle listening and asking great and interested questions to build, is to 'debit' your account. And if you do more of this than the credit you build, then you will never get your folks … 3. Innovation Management: The Power of Emotional Attachment By Kal Bishop Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that in… 4. Let a Subordinate Solve It! By Pat Wiklund Effective change comes from the top. That's the conventional wisdom about workplace change. And like lots of conventional wisdom, it's not necessarily the prevailing pattern or even wise.When companies make change the responsibility of senior management, they train their employees to take a hands-off attitude, to resist activities imposed upon them, and stop offering beneficial suggestions. When all employees look for ways of doing their jobs better, easier, or faster, then the benef… |
||||
