Wisdom is not a characteristic of age. Knowledge is not a measure of education. Solutions to problems are not found by intuition. We accept these generalizations as true although we sometimes act otherwise. To a certain degree, experience gained along with seniority is to be respected, educated people have been trained to think at a higher level, some things are intuitively correct, however in business we cannot assume this to be true without some sort of validation. The scientific method of problem solving has evolved over thousands of years and is still the basic method used for most research related problem solving. Beginning with an economic problem of commerce, we can formulate a concept that the earth is not flat, we can test this idea by sailing around the earth and prove that we are correct by not falling off of the edge. The same methodology can be used to find cures for disease or solve complex problems in business. We are taught this thought process in school, fine tune our personal application of this method as we move into life, but often “jump to conclusion†which essentially means that we have skipped important steps in the process and arrived at an answer without thinking.
This is not a linear process as each step may require going back to a previous step for re-evaluation before moving forward. There are simplified diagrams which attempt to define the process and the first ones you saw were probably in a high school science book. Some are circular and some are looping flow charts, but in solving real business problems involving people the path from Point A to Point B often looks more like a ball of yarn: one continuous string with more loopbacks than can be counted. The project management method would look something like this:
- Genesis – Recognition of the problem is the first step in finding a solution. Looking at an overall process, inefficiencies may be glaring or hidden from view, but the thinking person challenges the status quo and develops a need to research the problem further. If this comes from the top of the organization, without information to the contrary there is little choice other than to accept it as a genuine project and proceed to the next steps in the problem solving methodology. If it comes from within the organization, the originator may need to obtain buy-in from others in order to proceed. Agreement will formally move the process to the next step and disagreement will require more data. [Example: Candidate feedback indicates a “black hole†in the hiring process which is impacting the employment brand and of concern to management.]
- Definition of the Problem – Ideas are not concrete. To solve a problem, it must be clearly defined in detail. Even though the reason for this step is obvious, it is easy to forget this part only to find out later that the solutions have no bearing on the original issue. By identifying exactly what is wrong with a process, the direction of the study will have strong direction and momentum. This can be problematic if the idea was generated at a higher box in the org chart without defined parameters. To define the problem for study, it must be clearly understood exactly what problem is expected to be solved. It should also be noted that only a single problem should be examined at on time and multiple or similar problems may be the result of different causes. [Example: Applicants are not informed that their online applications have been received. Note: An additional problem is timely notification of a decision after interview, which is the subject of another study.]
- Observation and Assumptions – Now that we have defined the problem, what are the facts bearing on the problem. Somewhere in the mix of information will be data relevant to the issue at hand. Sometimes extraneous information creates a diversion, so it is important to make this a list of factual information that will later define the solution. Some information will not be able to be determined by observation and certain realistic assumptions may have to be made. Generally accepted assumptions may be taken as fact, but later analysis may cause revision of the basic assumptions if they are found to be false. This step may be visited later in the process if new facts are uncovered, but it is important to differentiate between factual information and assumptions as the study proceeds. [Example: It is a fact that recruiters and hiring managers do not have direct knowledge of application to the ATS. It can be assumed that their workload would prohibit their seeking that information directly and contacting every candidate.]
- Define the End State – At this point it is possible to set goals and objectives for the study. Nothing can be measured without establishing the yardstick to measure results. The criteria for successful completion and solution of the problem have to be clearly defined. Consensus must be reached on the detailed methodologies for the gathering further information and evaluation of the alternatives. The methods developed here will set the stage for later analysis.  [Example: All candidates applying for employment will be notified that their resume has been received and that they are under consideration for hire. Spot surveys will be conducted to measure the extent of the problem and measure results. Operational cost should remain relatively constant.]
-  Formulate Alternatives – What are the possible explanations for this problem? This a brainstorming approach and mind mapping exercise where nothing is off limits. Possible solutions are proposed, without prejudice, and then a list is established for analysis. [Example: 1. Temporary employees could be added to staff to handle communication. 2. Recruiting staff could be expanded to accommodate the need to respond to candidates. 3. The ATS system could be programmed to give an automatic response to all applicants.]
- Analysis and Experimentation – The hypothesis is tested and possible alternatives are evaluated using the predetermined yardstick. Additional data may be gathered to support each alternative and the relative merits of each are evaluated. [Example: Surveys show that there is virtually no feedback to applicants in the current system. Email or written responses can be generated by the ATS for little additional cost. Temporary employees would increase operational costs and additional recruiting staff would be over the headcount budget.]
- Conclusion and Recommendation – It should be clear that jumping to this step by intuition skips vital stages in problem solving that could be critical to the solution. Based on the findings of the analysis, the most likely alternative will be presented to the key stakeholders as the solution to the problem. [Example: It is recommended that the ATS vendor be contacted to implement an automatic response module.]
- Implementation and Follow-up Analysis – Once the recommendation is adopted, a plan for implementation must be created. Without consistent application to solve the original problem the process is not complete. This step must include the details of training, maintenance and method for further enhancement or change. [Example: ATS will be changed by vendor. Test submissions to the system will evaluate if the system is responding as planned. A spot survey of applicants will measure their satisfaction with this solution.]
In the [simplistic example] about candidate follow-up provided in this process flow, the complexities of a more serious business problem may be grossly understated. Following this process can guide even the most complicated study by clearly defining what is wrong, how it can be fixed, and how to install the fix. Each step in the process can be looped back to any earlier step if the findings at that stage require rethinking. No solution should be considered final without a period of further testing of the recommendation to insure that no unseen problems arise. It should be noted that every step of this process should be documented in detail, but the most important step in continuing improvement is the establishment of the methodology for further change. Any change in environment or resources can undo the progress made unless there is a fallback scenario which has been considered in advance.