Not Solving The Wrong Problem Really Well
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Friday 03 of September, 2010
Not solving the wrong problem really well...
A lot of people understand what we mean by that immediately. Others take a little longer. The fact is no-one deliberately sets out with the expressed intention of disregarding the big picture and fix something brilliantly that is meaningless or not broken.
The other fact though is that we do.
We've seen many cases now where teams have been sent off to solve a part of a 'system.' We know it's not intentional but it's very darned expensive frustrating and - well - wrong. They go off and do this stuff with no relationship with any other moving parts only to find the other moving parts fail as a direct result.
Discovering New Meaning
Discovery Asks what NEW meaning could we create? 4D™ Developing New Meaning
Development Discusses what NEW meaning should we create? 4D™
Deciding New Meaning
Decision Decides what NEW meaning will we create? 4D™ Deploying New Meaning
Deployment Ensures that the NEW meaning we created gets deployed 4D™ Go to: 4D™, The 'Pixar' Of Consulting, A Vision Model
The reasons are clear but the antidote is a little more subtle. We solve the wrong problems because the context is narrow and/or we bring in experts with knowledge in a field. Because, by nature fields are often narrow or siloed so we don't stand back and consider the whole context. The solution actually involves bigger teams, wider implications, tougher challenges, potentially more complex programs with the attendant concern of larger cost. We don't like that.
But it doesn't have to be that way. By looking at the bigger picture sooner there is often a more creative way. More thinking can find more ingenious solutions and the team are often more inspired to work the bigger challenge. Its all suddenly more meaningful.
Solving the wrong problem is in fact usually way more expensive. In the short as well as the long run. Frustration with the new fix is often immediate as the whole system breaks down. The resulting re-engineering required to undo and then solve properly is clearly an un-budgeted item and then we get to fix the real problem. We often just call this learning. But perhaps we should avoid it in the first place.
Some very hard earned lessons created our principles
- These principles sit at the heart of Group Partners - driving everything we do
- One of them is to "Help our clients to avoid solving the wrong problem - really well"
- The 21st Century demands a philosophy that embraces this across the entire enterprise.
- 4D™ framework thinking ensures this.
- By 'framing' the question
- By answering the whole of the question - properly.
- By its dedication to Decision Quality
- We help our clients to think by guiding them through 4D™ -
- The whole and grand scheme of things. 360 Degrees.
- It's a journey that helps answer the important questions
- It 'causes' the right answers and allows innovation and opportunity to emerge
- We make this journey relevant, easy to understand, and enjoyable.
- We bring visual thinking and 21st Century techniques. The 'Pixar' of Consulting.
- The enterprise can be now be sure.
- The whole enterprise now owns the outcomes.
- Everyone understands and knows what each situation demands
- We have a new and shared meaning.
- Now we will solve the right problems really well.
- Changing the way Business Thinks & Works
