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What’s the Problem?

So, how do we start making decisions?

We start at the beginning, as with everything else, and we try to figure out the problem. The first step is to recognize that a problem actually exists. Sometimes they are large problems and simply cannot be ignored. They “slap you upside the head.” Other times, problems are more subtle, and you need to be observant and analytical.

Once we have decided there is a problem (or a challenge or an opportunity), we have to clearly define it. It could be a process problem, a customer service problem, a manufacturing problem, or a personnel policy problem.

First, try to define it with a simple declarative statement. For example, if customers are returning a specific product 35 percent of the time, clearly state the problem this way: “Our customers have problems with Product X at least 35 percent of the time; we know this because they are returning it to us.”

Okay, that’s pretty clear. You have a problem with a product. Customers are returning it. There must be something wrong with either the product or the presentation of it. This requires a solution, and a decision about that solution will be required. Now you need to begin researching the problem to find out more about it.