Problem Solving

I’ve been thinking a lot about problem solving. A useful starting point is to know the nature of the problem you are trying to resolve. Is it simple, complicated, or complex?

I recently started bringing a 1992 Honda Goldwing back to life. There’s been lots of problem solving. I had to chase down why the headlights weren’t working. This is an example of a simple problem… It’s a closed system, and while there are a number of potential failure points, they are predictable and simple to rectify (that doesn’t necessarily equate to easy).

Photo by Knak

For a simple problem the best approach is a logical sequence to find which part of the system is failing, then find the exact location, and then fix that. In the case of the headlights there were 3 breakdown points. It took a while to find and rectify them all. The problem was compounded because the relatively simple headlight circuit ‘lives’ in a complicated motorcycle system, so the first job was to discover if it was a complicated problem (involving multiple failures across multiple interconnected systems). In that case, it would still be a matter of systematically testing and unravelling until the base issue was discovered.

In a number of coaching sessions recently we’ve been looking at complex problems. Complexity is when there are many factors involved, some may be causal (or maybe not). Often there are multiple overlapping causes and no easy solution. An example was conflict between 2 highly experienced leaders. Both their jobs and teams are “mission critical” for their organisation. Both teams are also critical to each other’s success. BUT the actual outcomes each team is tasked to achieve are somewhat contradictory.

The ideal progression for one team causes real world problems for the other and vice versa. There is no simple answer for these leaders. For both, a key piece in improving their working relationship was acknowledging that none of it was personal. If they saw each other's actions as intentionally hostile, it was no good.

They are working on a better understanding of what the genuinely non-negotiable parts of their roles are and being unambiguous with each other. The problems they face are complex. Their current understanding of each other’s roles helps them navigate the complexity more effectively and position both teams for the greatest success.

What are some of the problems you are currently facing? What category do they fit in?

Know Your Place

One of our Perth footy teams has been copping a heap of flack lately. They have had a woeful season, plagued with injury and losses. As always, there’s a bunch of armchair coaches with plenty of views about what could or should be done to fix it.

One player has been copping more criticism than usual. It’s been based on how much contact he has with the ball (Nowhere near enough apparently). In a radio interview another player was discussing the issue. His view is the player is doing exactly what his job is on the team, and doing it well. Apparently the position has wildly variable ball stats because it’s oriented slightly behind the play to create opportunities and turnovers. Depending how the game unfolds this means either lots of contact, or none. He could easily rush into the play and increase his stats, but hanging back is precisely what he’s meant to do.

There are several lessons from this interview that relate to Psychological Safety and high performance in any team:

• Clarity and willingness . The roles are clearly articulated and understood. People are willing to play their role for the team, even when there’s external pressure to do something different.

• Support roles are crucial. There are roles that are specifically about support. The people in these roles are unlikely to be the central figure or superstar (many times they don’t want to be either). Their support is part of the recipe for success. The highly visible roles in any team are surrounded by people who make it possible for them to do their best work.

• Support for support roles is crucial too. In a high performing team their essential contribution is recognised and celebrated in ways that make sense to the people in support, and the culture of the team. If those in support roles are not properly recognised, they either rush into action to improve their ‘stats’ or they become increasingly disengaged as their hard work goes unnoticed (or worse, others claim credit for it).

Without role clarity, none of this will happen well. What can you do today to increase clarity for the people in your team dedicated to support? How does recognition happen for them? Could that be improved?

If you’d like some tips and strategies for improving Psychological Safety in your team, feel free to be in touch.

Disclaimer - My knowledge of AFL is possibly the lowest of any human in Australia (at some point I’ll tell you about my own woful start and very short footy career). While my interpretation of the nuances of the game is way below the average armchair coach, the observations derived still stand.