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Issue Resolution

Some issues persist not because the people working on them lack skill or knowledge, but because the way the work is organized can prevent the cause from being visible. An operational crisis, a recurring failure, or a governance issue can show up in many forms, and the cause behind them is often elusive.

The Approach

In this work, I join the team as an outside participant. The people closest to a problem are often part of the structure that keeps it in place, and an outside view can see what they cannot.

Together with the team, I collect what people know, compare the patterns across it, and identify what is actually driving the problem. The method is not a framework handed over to be run independently. The problem is worked through with the people involved, and the solution is outlined.

How the Process Works

1 · A working session — The right people in the same room. Their input is collected before the discussion begins, so the first confident voice is less likely to set the answer.
2 · A written finding — What is driving the problem, stated plainly and checked against the facts, together with an outline of the solution and a way to test it.
3 · A full plan, if needed — When the problem is large, the work can extend to developing the complete plan with the people in the organization.

Where the Method Applies

Capable people are working hard and the problem persists.
The cause is unclear, or the people involved disagree about it.
The work crosses several teams and no one sees the whole picture.
Earlier fixes addressed symptoms, and the problem returned.

Where It Does Not Apply

Problems where the obstacle is deep technical or domain knowledge, such as diagnosing a specialized equipment failure. Domain experts are the right starting point there, and the method can be used alongside them.

For more about my background, see my LinkedIn profile.