Not all problems need a systematic approach like the 8 phase methodology outlined in the previous submission. People are solving problems all the time. Some problems can be addressed in a few moments. Others take longer. Generally, the more people involved in the problem solving process – the more stakeholders there are – the more benefit would be gained by a systematic approach. Here are some examples.
Take the start up founded by a couple clever folks that have worked together for years at their previous big company. When they start developing a new product together, things just click. They know exactly what needs to happen. Then, a few folks join from another large company, some of them managers. Now it gets interesting. The development processes were similar enough so that everyone has a general idea of what needs to happen, but the words they use to describe the process, and the details of who is responsible for what are different enough so that confusion arises, gaps appear, and balls are dropped. Now, add a few junior developers to the mix. These fresh folks are looking to the leaders to understand the development process. Depending on who they listen to, they will get a very different picture of roles and responsibilities on the team. And, the balls continue to drop.
Next, take the two companies that just merged and are integrating development teams. Both development teams have their own terrific product development process. Now, they have to work together to deliver products. Which process should they use? How do they resolve the differences? And, how do they do this in a timely way that allows them to continue to meet the demands of the market?
Most people don’t take a systematic approach, and problems can be solved without one. I have heard people characterize their problem solving process as similar to “making sausage” – it is messy, and you do not want to know what goes in, but in the end it makes a delicious product. As with most endeavors, the smart application of the right tools will allow tool-wielding sausage makers to thrive and prosper.
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Matt Schlegel has a German last name which belies the fact that his heritage is mostly Irish, English and Scottish. He does have a fondness for sausage which may be traced back to those Germanic roots. He also enjoys the meats of other cultures. He lived 3 years in Japan, where he indulged in sashimi, Matsuzaka-gyu, basashi, and other delicacies.
Take the start up founded by a couple clever folks that have worked together for years at their previous big company. When they start developing a new product together, things just click. They know exactly what needs to happen. Then, a few folks join from another large company, some of them managers. Now it gets interesting. The development processes were similar enough so that everyone has a general idea of what needs to happen, but the words they use to describe the process, and the details of who is responsible for what are different enough so that confusion arises, gaps appear, and balls are dropped. Now, add a few junior developers to the mix. These fresh folks are looking to the leaders to understand the development process. Depending on who they listen to, they will get a very different picture of roles and responsibilities on the team. And, the balls continue to drop.
Next, take the two companies that just merged and are integrating development teams. Both development teams have their own terrific product development process. Now, they have to work together to deliver products. Which process should they use? How do they resolve the differences? And, how do they do this in a timely way that allows them to continue to meet the demands of the market?
Most people don’t take a systematic approach, and problems can be solved without one. I have heard people characterize their problem solving process as similar to “making sausage” – it is messy, and you do not want to know what goes in, but in the end it makes a delicious product. As with most endeavors, the smart application of the right tools will allow tool-wielding sausage makers to thrive and prosper.
_____________________________________________
Matt Schlegel has a German last name which belies the fact that his heritage is mostly Irish, English and Scottish. He does have a fondness for sausage which may be traced back to those Germanic roots. He also enjoys the meats of other cultures. He lived 3 years in Japan, where he indulged in sashimi, Matsuzaka-gyu, basashi, and other delicacies.
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