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Problems

Every problem has a value story that sells the urgency to solve it.

If you want to solve problems for people you need to step into their mind.

Purpose​

Every problem should be so clearly defined that anyone can jump in to solve it without requiring additional information.

  1. Create a database of well defined problems
  2. Map then model state changes and flow of value
  3. Gain consensus on their worth to be solved
  4. Incentivize rewards for anyone to solve them.

If I had an hour to solve a problem I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions - Albert Einstein

Progress​

You can't make progress if you lack the courage to face the truth.

Embrace the Danger: Dedicate time and mind to address uncomfortable truths. Approach these situations with courage, empathy and a genuine desire to improve rather than assigning blame.

  1. Prepare mentally. Remind yourself that addressing the uncomfortable issue is ultimately in the best interest of the team/organization, even if it feels risky in the moment.
  2. Be willing to be vulnerable. Share your own challenges or mistakes to create psychological safety for others.
  3. Be direct but respectful. Bring up the sensitive topic clearly and directly, but in a calm and non-judgmental tone.
  4. Have a clear purpose. Know why addressing this issue is important and be able to articulate that if needed.
  5. Ask open-ended questions. Use questions to invite discussion rather than making statements. For example, "What are people's thoughts on what just happened?"
  6. Listen actively. Once you've opened up the difficult topic, focus on listening to understand different perspectives.
  7. Use "I" statements. Frame observations in terms of your own perspective rather than making accusations. For example, "I noticed there was tension after that comment" rather than "You upset everyone with what you said."
  8. Acknowledge the discomfort. It can help to name that this is a difficult conversation. For example, "I know this is an uncomfortable topic, but I think it's important we discuss it."
  9. Focus on the issue, not the person. Keep the conversation centred on behaviors and impacts rather than attacking someone's character.
  10. Look for common ground. Try to identify shared goals or values that can serve as a foundation for addressing the issue.
  11. Be prepared to pause. If emotions get too heated, be willing to take a break and revisit the conversation later.
  12. Follow up. After a difficult conversation, check in with people individually to see how they're processing it.

With practice, entering the danger becomes less daunting and more of a valuable tool for growth and problem-solving. Dedicate the sessions as the time and space for airing problems, but when not in session commit to getting on with things without complaint.

Problem Solving​

Form experiments to make progress by validating assumptions.

What is the best protocol to standardize for the identification and prioritization for aligning intention and attention on solving the important problems you have the capability to act on.

Flow of Value​

Map the flow of value from source, through state changes to final outcomes.

  1. Start with a clear expected outcome: Begin by defining and clarifying your desired outcome using an Outcome Map. This helps align the team and stakeholders on the goal and contributing factors.
  2. Use balanced metrics: Employ a set of balanced metrics to measure both velocity and quality aspects of performance.
  3. Visualize the value stream: Create Value Stream Maps to visualize and measure the current, ideal, and target state workflows. This helps identify constraints and prioritize opportunities.
  4. Map dependencies: Use a Dependency Map to identify external factors affecting the team's performance and target dependencies to break or mitigate.
  5. Assess team capabilities: Create a Capability Map to understand internal factors affecting performance and identify areas for skill development or resource allocation.
  6. Prioritize improvements: Use the insights from all maps to create a prioritized list of initiatives, considering factors like impact and effort.
  7. Involve key stakeholders: Include representatives from all parts of the value stream in the mapping process to ensure diverse perspectives.
  8. Use collaborative tools: Leverage shared visual board tools for real-time collaboration during mapping sessions.
  9. Iterate regularly: Repeat the mapping process every 3-6 months to reassess progress and set new targets.
  10. Focus on qualitative measurement: Remember that qualitative measurement is often more valuable than purely quantitative metrics.
  11. Consider external facilitation: A skilled, outside facilitator can bring unbiased perspective and efficiency to the mapping process.
  12. Start with estimates: When beginning, relative measurements and team estimates are often sufficient to identify major bottlenecks and opportunities.
  13. Communicate visually: Use maps and visual representations to share understanding across different levels and departments in the organization.
  14. Connect improvements to outcomes: Ensure that all improvement efforts are clearly linked to the desired outcome defined in the Outcome Map.
Mantra

Expectation management is key to building trust and delivering value.

Drawing Tools​

Use diagrams to explore the true nature of the problem for root cause.

Systems Thinking​

tip

Check if an existing algorithm addresses this problem

Incentive Engineering​

Fix incentives to align behaviours with better outcomes.

Incentive Engineering

Problem Directory​

Domain Specific Problems

Attachments​