Practical Solutions for Everyday Work Problems by Elizabeth Chesla

By Elizabeth Chesla

The easiest how one can deal with any office challenge scenario from defining concerns, jump-starting the inventive problem-solving technique and sprucing severe considering talents to producing, comparing and imposing problem-solving thoughts.

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If A sometimes causes C, A is considered a sufficient cause. But if C cannot happen without A, then A is considered a necessary cause. For example, the hiring freeze is sufficient to cause the vacancy to remain unfilled. But it’s not a necessary cause; there are other factors that might cause such a position remain vacant. However, a decision by 43 44 PRACTICAL SOLUTIONS FOR EVERYDAY WORK PROBLEMS the Board of Directors to enact a hiring freeze is a necessary cause of the freeze—the freeze couldn’t happen without it.

The second step is to identify the desired state or situation—that is, to clearly articulate your problem-solving goal. A clearly articulated goal is essential to reaching an effective solution. You can find dozens of ways to change the situation, but not all of those ways will get you the kind of change you desire. In other words, it’s not enough to know that you want to change the current situation. For effective problem solving, you need to know exactly what you want to change the current situation to.

Once we develop a list of questions, we can clearly see the scope of the problem, which includes not just the delivering of the product, but how the order is processed and everything in between. To develop an effective solu- BREAKING THE PROBLEM INTO ITS PARTS tion to this problem, we need to answer these and other questions that may arise in our investigation. ” —Napoleon Bonaparte Practice: List questions to determine the scope of the following problem: Current situation: I have to ask current customers basic information because the customer information files are almost always incomplete.

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