Problem solving

In today's class we delved deeper into Problem Solving and Decision matrix

A thorough process guides you through each stage of the problem solving journey, from identifying the problem to implementing a working solution. This helps to ensure that your solutions are creative, robust and well considered.
The problem solving is systematic process and there are no shortcuts. 

AN INDUSTRIAL STRENGTH PROJECT MANAGEMENT PROCESS

The ten problem solving stages that we will work through in a project, are as follows:

·         Step 1: Identify the Problem : Understanding the type of problem, and if the situation is even causing a problem, is the first step.

·         Step 2: Define the Problem: When the problem seems obvious, it is easy to skip this most important step. The more carefully you define the problem, the more effective your efforts will be in finding the best solution.

·         Step 3: Deciding If And When To Act: Sometimes the easiest way to solve a problem is to decide that it is not actually a problem! Hence the great quote: “According to my calculations, you do not have a problem…” Whilst this approach is not always valid, in Step 3, you will learn in which circumstances it can be legitimately applied.

·         Step 4: Understand Everyone’s Interests: An organisational problem will typically impact on many people, including investors, managers, staff, shareholders, customers and suppliers. By understanding the interests and needs of these different groups, you will have more support for your efforts and your solution will be more readily accepted.

·         Step 5: Develop Alternatives: Often, defining a problem points directly to its solution, however it is important to resist grasping at the first or most obvious solution, particularly if the problem has been unsuccessfully tackled before.

·         Step 6: Analyse the Risks: Any solution carries both expected benefits and risks, because implementing a solution requires change. By understanding the risks involved, you can make an informed decision about how to move forwards.

·         Step 7: Analyse the Alternatives : Having developed possible solutions and assessed their relative risks, you can now select your preferred solution.

·         Step 8: Sell the Solution: Solutions to complex problems often involve compromise, which means that not everyone involved will agree with your choice of ‘best’ solution. In order to gain support, you may have to sell your solution to the people or groups involved.

·         Step 9: Implement the Solution: Implementing the solution requires focus, dedication, care and tact. This stage may require testing the solution on prototypes and models prior to a full scale implementation; all part of managing the risk of the solution.

·         Step 10: Evaluation: In any complex system, changing one part affects the entire system in ways that may not be predictable. Careful monitoring, evaluation and adjustment are required to ensure that the solution is effective and long lasting.

Root cause analysis is another method of solving the problem. With the help of Fishbone diagram given above. 

I’ve found it useful to bear three points in mind when thinking about your overall approach to the problem solving process:

1.     If you find that you’re not making progress at a particular stage of the cycle, that’s a good indication that you need to go back a stage. It could be that the problem definition isn’t quite right, or it could be that you don’t have the right stakeholders on board. Taking a step back, both literally and metaphorically, will help you to move forwards.

2.     Start with a positive outlook. The first thing you should do when faced with a difficult problem is to start with a positive outlook. Sometimes our first reaction is to fear the unknown, which is entirely natural. However, I’ve realised over the years that it is the unknown that has given us, as individuals and as the human race, the curiosity to try new things and aim for the stars. Don’t fear the problem itself. Look at it as an opportunity.

3.     Approach the problem with an open mind. An old saying goes, “If the only tool you have is a hammer, everything becomes a nail”. The way you have done things in the past may not always work for all situations and there are often many solutions to a given problem. When faced with a difficult problem, do not assume you know the answer at the start. Stop and take the time to understand what the problem is before applying a solution. Be open to all possibilities and do not presume that every problem is a nail.

Solving NAVRANG Cube

Prof Mandi has brought a multicoloured Rubik’s cube like thing to the class this time. He explained that it is the Navrang puzzle later.

The Navrang Puzzle

So what is the lesson in it you might ask. The purpose will be understood by the way the puzzle is solved. If done in a random manner the puzzle would take lot of time to solve.          But Prof.Mandi solved the Puzzle in about 2 minutes using an well-defined method. Sir had used a 3-step algorithm. It is here we were introduced to two important concepts: (a) Organizational Structure and (b) Unity of Objective. Before going on further about what happened in class, I believe a short introduction to these ideas is needed. 

           An Organizational Structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs. 

This of course leads us to the next idea. Unity of Objectives stands for the philosophy according to which every individual and every process in an organization should aim to fulfil the organization's Objectives and Mission Statement.

An example could be shown above where in an F1 pitstop, where an entire team of support staff work for one goal to fix the car under 10 seconds to make the car stay in competition. 

 Now, leaving the jargon behind, let me continue with my experiences in the class. Prof. Mandi related the above two concepts with the structured solution he had shown for the Navrang Puzzle. Given below is a video of how to solve the Navrang Puzzle :

To summarise the concept explained using this experiment is that in an organization should be structured and there should be one objective. the workers should align themselves to that objective thus each and every step we take should be towards that objective.

Takes two to tango and more to Fargo….

Dr.Mandi entered the class with his charm yet again much to the delight of those who are bored by classes and assignments. Today’ the famous Chinese animated feature film “Three monks” that has won many accolades. The movie is based on an old Chinese proverb - "One monk will shoulder two buckets of water, two monks will share the load, but add a third and no one will want to fetch water". The film provides many lessons for managers.

Synopsis of the story

A monk lives in a shrine on top of a hill. He is peacefully carrying out his only task of hauling two buckets of water up the hill used for drinking. Then one day another monk joins him. He tries to share the job with another monk, but the carry pole is only long enough for one bucket. And if they carry one bucket there is another problem of load imbalance which tilts more weight towards one monk. So they both decided to measure the exact middle of the pole and tied the bucket there to balance the load. Then the arrival of a third monk prompts everyone to expect that someone else will take on the chore. Consequently, no one fetches water though everybody is thirsty. At night, a rat comes to scrounge and then knocks the candleholder, leading to a devastating fire in the temple.

The three monks finally unite together and make efforts to put out the fire. Since then they understand the importance of team work and invent a method which leads to equal load sharing between the three of them and they begin to live a harmonious life. The temple never lacks water again.

The film teaches us various aspects that impact the performance, productivity of employees in an organization in turn impacting on the growth of an organization. These aspects can be broadly classified into Human and Technical factors. Let's look at both these aspects that are the part of our daily life in a company.

Human Factors

Taking responsibility

When the fire began the elder monk took the responsibility of collection water from the pond and hence steadfast with the buckets to fetch water. The other two monks helped him to put out fire by flushing water on the shrine. Thus during a panic situation employees should take the initiative to

Solve the problem.

Division of responsibility

Since it is easier to split the task among them, the monks decided to create a tool, which

divided their work into manageable parts.

Cooperation

During a problem situation like the fire, Cooperation between the monks was the key in saving their shrine. Hence it is important to cooperate during problem situation and tackle them.

Technical Factors

Figure 1 - One monk

 Figure 2 - Two monks

 Figure 3 - Three monks

	One monk	Two monks	Three monks
Tools	A stick and 2 buckets	A stick and a bucket	A Pulley, 2 buckets and a rope
Efforts	Maximum	Lesser	Least
Efficieny	Least	More	Maximum

Scale/Tools: As seen in the movie, a scale was used to evenly divide the load among the two persons. It shows how the use of standardized tools helps to avoid controversies and incorporate fair practices. 

Productivity: It is necessary to gauge the productivity of employees in order to analyse the performance of an organization. Hence, it becomes an important parameter and the system should be designed to maximize productivity.

Participative Management: It involves all the stakeholders in the decision making process. As in case of a movie, while dividing the load of the bucket one monk did the scaling and the other did marking. It involves both the parties and avoids any conflicts that may arise at some later point of time. 

   

The major lessons from the story of three monks are

•     Team work
•          Division of responsibility
•          Taking initiatives
•          Use of tools to increase productivity 

  

Pygmalion effect and Smart goals.. My way

In the film Batman Begins, Bruce wayne was lost in the feeling of vengeance. But Alfred and Rachel Dawes did not give up on him. It took their superior expectations on him to create the legend of The Dark Knight. There is something special in everyone, it takes patience and perseverance to reveal that hidden diamond.

 

 Pygmalion in Management

Now let us get back to real world, J. Sterling Livingston, a professor at Harvard Business School wrote an article called Pygmalion in Management, where he says that  “Manager/Supervisor’s expectations are key to the development and achievement of Subordinates”.  This was later reinforced by a lot of experiments in many organizations.  These studies do reveal the fact that if the managers have high expectations about their subordinates. They  indeed tend to show this in non verbal cues. For example, they tend to give them more ambitious tasks, keep in constant touch with them and communicate their high expectations in many non-verbal cues such as facial expression, eye contact, reassuring voice etc.  The very fact that their superiors are taking out time to spend with them works on the minds of the subordinates and that motivates and helps them perform better.   

         It is said that we humans have an innate tendency to feel motivated when we see/ realize that someone has high expectations of us.  That gives a high and we start putting in more and more into the  work we do. So the leaders who believe in the potential of their team members keep giving them more and more challenging tasks and keep assuring them that they indeed can achieve it and support their members through the journey, this makes the subordinates expand their potential and scale heights they never knew before. 

         Ok, now I am boss and I start defining my expectations to people. Every task for me is a motivating one and every time I start

The Pygmalion Effect is the best when the Probability of Success from the subordinates perspective is 0.5 on a scale of 1.

 giving non-verbal cues will that work ?  To me it won’t.  Studies again tell us that the Pygmalion effect is the maximum on the people only when the probability of attaining the task is at 0.5 on the scale of 1.   When the task is easily doable (Probability >0.75), or when the task is extremely difficult (probability < 0.25)  the effect of Pygmalion on them tends to go down.  

So how do you use Pygmalion to generate effective results in your team?

     1.   As ever you ought to have a clear vision of what’s need to be done. (the work or the task at hand)

    2.   Have a high regard for your team and a belief that your team members are achievers. Have trust and faith .

    3.    Understand the profile of your team member to identify what he did very well previously and what according to you would be a very good challenge for him. Make sure you pick something that the team member himself feels has a 50% chance of succeeding at.

    4.   Put that goal in front of him/her and start supporting them in their endeavour. Now don’t be surprised if the they surprise themselves and you.

SMART GOALS

Specific: It means that the goals should be clear, unambiguous. It should make a team to concentrate on the clearly defined objective and should help decide the action plan.

For example, before starting the tower building activity, the height of the cubes' tower was anticipated with a single number and not with a vague range.

'S' also stands for Significant, simple

Measurable: It asks for a specific criterion to measure the progress towards achievement of the specified goal. It helps to track the performance of a team and provides feedback whether the team is moving towards the goal.

'M' also means Motivational, manageable, meaningful, mind-blowing!

Attainable: It demands that goals should be realistic and attainable. Un realistic targets wont help in long term. This may result in failure of an activity creating extra pressure on everybody.

For example, Once the first team built the tower, the next time the height of the tower was predicted to be higher but around that number, making the goal achievable.

'A' -> Appropriate, achievable, agreed, ambitious, acceptable

Relevant:  The goal must be challenging, yet realistic. Lowering the bar for a high jumper could not realistically increase motivation nor enhance performance. Similarly, setting a goal to build the tower of 30 blocks is not a realistic or attainable goal and would therefore not positively affect motivation or performance. 

'R' also means Results-oriented, resourced, resonant, realistic

Time Bound: It states that the goals should have definite time limit to achieve. It helps a team to focus their efforts on the completion of the goal. It makes a team proactive to deal with the day to day crisis arising in an organization, because the deadline is set.

The tower building activity performed in the class was not a time bound.

'T' ->  trackable, tangible, timely

Building blocks of an organization

Its that time again. deserting our comfortable seats, we settled down on the floor eagerly waiting for what is in store for all of us. Dr. Mandi came with his bag of K-Toys (Yes, I am going to refer them as 'K'nowledge Toys from now on) once again. He took some small cubes and started throwing them in random directions. they resemble the below picture.

then sir started giving instructions, he defined the tasks that we should perform. 

1. One person nominated should build a structure by piling each cube over the top of each other. 

2. One person blindfolded should do the above activity, duly assisted by instructions of another person.

Now he started asking students to guess how many cubes can be arranged by a single person. numbers started from 12 moved to 15, then 17,20 to be interrupted by one guy shouting 14. puzzled of him lowering the number, Dr. Mandi asked him to hand over a cash and take it back if he arranges 14 without collapsing. The guy completed the challenge and even extended the number to 22, but was denied the money much to our delight as the money will  be used for buying chocolates for the whole section (God bless you sir !!). Moving on, Dr. Mandi asked every one how many cubes a blind folded person can arrange. Students found the task, when blindfolded, would be difficult and their estimates revolved around 10. Then only the real lesson began, sir puts up a table in the board comparing the two tasks.

 

As seen from the two tables the task with a blindfolded person seems to be highly productive because it delegates out the decision making part to another person and concentration is fully on arrangement only. the same was proved later on by conducting another experiment in which 3 students participated. One is the worker( blindfolded person), then a Manager( Instructor) and the CEO (Spectator !!). as the team began, the initially faced lot of hurdles with communication and the structure almost collapsed. With some pep talk from the spectator, the team began again a little more careful this time. Their team work was staggering as they surpassed the target of 22 cubes. Still going strong they reached 25, until the structure finally gave away. but still Dr.Mandi's experiment is a huge success in explaining the modern management concept of delegation of powers. But there exists a challenge of lesser job satisfaction for the worker as there is no intellectual effort needed. This must be overcome with HR stratergies. Sir finally signs off by saying when ever we take the decision making part out of equation for the worker, human brain still will find a way to overcome that. Forcing the top management to again keep them in check to increase productivity.

So finally a session with K-Toys ends with another useful management lesson. until next time keep visiting my page to find any updates. 

bye !!

Man"di" with a difference

While I was starting to get the grip of the Bschool life with long serious lecture sessions, little that I know I was up for a surprise the second day itself. Prof. Mandi walks in to the class with a cheerful smile, Joy of teaching defines him. It started with sir calling us to sit on the floor in front of the seats and the next thing he did is so unthinkable for even a school teacher let alone a bschool professor, he sat on the floor. "I feel disconnected from you while you are sitting in chairs" he said. we immediately felt the connect with him.

 Sir took out some toys from his bag. One such toy which I later discovered is called a "newton's cradle". With the demo of the toy, sir explained sales and his brain child "Mandi" - a day out in streets of mumbai.  in the process he made me realize the uncomfortable fact that I have been a beggar for the good part of last 23 years and This concept of "Mandi" is meant to change that."Earning while learning, learning while earning"  he calls it.

 As the sir passed on the toy for others to play with he made us aware of knowledge sharing, The concept that has yet to gain prominence in India. Access to knowledge should not be restricted to those who could afford it as even universities like Stanford and Harvard have started knowledge sharing. Sir asked us to follow his course on his blogs and encouraged us to even write our own. As the session gets over with happiness of having learnt life lessons, the wait for the next session begins.