Characteristics of Effective Problem Solvers You’ve probably noticed that there are those among us who are natural born problem solvers. If you look closely, you’ll discover that problem solving is more a skill than a gift. As a matter of fact, effective problem solvers share ten common characteristics. They have an “attitude”! Stated simply, effective problem solvers almost always view problems as opportunities, chances to learn something new, to grow, to succeed where others have failed, or to simply prove that “ it can be done.” And always present is the strong conviction that, with adequate preparation, the right answer will invariably be found. They re-define the problem. Problem solving is the principle consulting skill. Seasoned consultants know that quite often the initial definition of the problem by the Client is incorrect or, at the least, incomplete. They learn to discount statements that begin with the phrase “Obviously, the problem is…,” and to follow their own gut reactions, but… They have a system. Perhaps the most widely recognized model is the old consulting acronum: DACR/S, where the letters stand for Describe, Analyze, Conclude, and Recommend/Solve. As with many snappy formulas, this one’s usefulness grows from the step-by-step approach it represents. Effective problem solvers follow the steps in order and apply them quite literally. For example, in describing the problem (the first step), they vigorously avoid making premature judgments or ruling out possibilities that have not been thoroughly investigated. In analyzing the information, they are careful to prevent their own prejudices from interfering. In developing conclusions, they are aware of the need to test them carefully. Finally, most perceptive problem solvers recognize that there is almost always more than one solution, and thus they develop several alternatives from which to choose. They avoid the experience trap. The world is growing increasingly non-linear. Things happen, often in pairs and in groups, and quite often don’t follow traditional lines from past to present and from cause to effect. In such an environment where synchronicity and simultaneity prevails (rather than linearity, as was historically the case), past experience must often be taken with the proverbial grain of salt. Seasoned problem solvers know the pitfalls of relying on methodology that worked in the past as a guide to what will work in the future. They have learned to expect the unexpected, illogical, and non-linear. They consider every position as though it were their own. For effective problem solvers, standing in the other person’s shoes is more than a cute adage. Rather, it’s a fundamental way of looking at the problem from every perspective. This ability to shift perspectives rapidly and easily is a vital characteristic of effective problem solvers. One capable consultant said it well: “I take the other guy’s position, and then I expand upon it until I understand it better than he does.” They recognize conflict as often a prerequisite to solution. The stakes are usually high in a problem situation that causes a consultant to be called for assistance. The parties are often reluctant to “show their hands” and are cautious about giving away too much. In these instances, managed conflict can be an effective tool for flushing out the real facts of a situation. At the very least, the conflict will push the parties off dead center and toward a resolution. They listen to their gut feelings. Intuition is a powerful tool. Somewhere during the latter stages of the fact-finding (description) process, effective problem solvers experience what can best be called “inklings”—gut-level feelings about the situation. When this happens, they listen, hypothesize, test and re-test. They realize that though intuition may be partially innate, effective intuition is overwhelmingly a developed talent—and they work to develop it. They consistently go beyond “solving the problem.” If you consider the Client’s time scale, simply solving the problem at hand brings you to the present, to a point you might call “ground-zero.” Truly effective problem solvers push further. They go beyond simply solving the immediate problem to discover thee underlying opportunities that often lie concealed within the intricacies of the situation. Implicit in this approach is the premise that every problem is an opportunity in disguise. They seek permanent solutions. There are band-aid solutions and then there are more complete, permanent solutions. Permanent solutions have two characteristics: (1) they address all aspects of the problem and, (2) they are “win/win” in nature in that they offer acceptable benefits to all parties involved. Solving the symptoms, like bad dentistry, leaves part of the decay untouched, with the result that, over time, it festers and erupts again. How to define a permanent solution? It’s one that STAYS solved and doesn’t come back to bite you. They gain agreement and commitment from the parties involved. In the exhilarating rush to find “The Answer” to a problem, it’s easy to overlook or simply fail to gain agreement and commitment from everyone involved. For effective problem solvers, simply “going along” via tacit agreement isn’t sufficient. There must be explicit statements from all parties that they concur and are willing to commit to the solutions. Agreement and concurrence really constitute a third characteristic of the “permanent” solution discussed above, but they are so often ignored that it is important they be viewed as a separate attribute.   BACK TO TOP