Problem-Solving and Action Planning

Problem Solving and Action Planning

Purpose

The purpose of this tool is to provide a Team Leader and his or her leadership team with a structured process for identifying a problem, understanding the root causes and coming to agreement on solution steps. The tool is designed to keep the Team Leader and the team from jumping to an inappropriate or incorrect solution when faced with a problem.

A Team Leader and his or her team could use this problem-solving and action planning tool in conjunction with the Cycle of Improvement tools when the team is faced with a problem or challenge and is not sure how to address it and/ or previous efforts to address the problem have not been effective. This tool provides a step-by-step approach to taking a critical look at a problem and potential solutions. It is important that the action plan from this tool be folded into the larger implementation plan that the team builds in the Cycle of Improvement.

Details

Depending on the capacity of the Team Leader and the team, a Specialist can either facilitate the process outlined below or serve as a process observer while the Team Leader and the team manage themselves during the process. It is important that their be clearly defined roles for this meeting—a facilitator, a recorder, and a timekeeper-- and that members of the team understand the levels of decision-making prior to the problem solving and action planning process. Specifically, as solutions and next steps are identified, it’s important to be clear on what decisions can be made by the team and what decisions are reserved for the Team Leader to make.

The time needed to complete this protocol depends upon the scope of the problem and the capacity of the leadership team. Leadership teams that are tightly aligned in vision and mission and have clear decision making processes will be able to complete this protocol in a high quality way in a shorter amount of time that a leadership team that is still forming.
Steps

1. 
   Identify the problem: what do we want to change?
   
2. 
   Analyze the problem: what’s preventing us from reaching the desired state?
   
3. 
   Force Field Analysis: what could help or hinder our efforts?
   
4. 
   Brainstorm Solutions: how can we make the change?
   
5. 
   Select and plan the solution: what is the best way to do it?
   
6. 
   Action Plan: who, what, where, when, and how to evaluate? Who to involve, enroll, get input?
   

Variations

This tool can be used by any other team in the school, for example a grade level team that has identified a grade level challenge whether it is related to their team functioning and collaboration or student learning.

This tool can also be used by a Specialist in the leadership development of a New Leader by jointly identifying an area of growth that the New Leader has struggled to improve in and analyzing the root causes in order to take new action steps.

Planning Template

1. 
   Issue of Concern:
   

2. 
   Identify the Problem—What do we want to change?
   

Current State: Desired State:

3. 
   Analyze the Problem—What’s preventing us from reaching the “desired state”?
   

Causes: Effects:

4. 
   Clear, Concise Problem Statement (identify sub-problems where applicable):
   

Before we go any further, consider:

5. 
   Control – Are we the right people to tackle this problem? Who are other stakeholders.
   

6. 
   Importance and difficulty – How much does it matter whether this problem is solved? Is it possible? Do we have the will?
   

7. 
   Time and resources – How long will it take to resolve this problem? Have we got what it will take to do this job?
   

8. 
   Return on Investment – What is the payoff? Does it justify the investment of resources?
   

9. 
   Force-field Analysis—What could help or hinder our efforts?
   

Helping Forces: Hindering Forces:

10. 
    Brainstorm Solutions—How can we make the change?
    

• 
  How can problem causes be eliminated?
  
• 
  How can barriers be minimized?
  
• 
  What positive forces can be maximized?
  

11. 
    Select and Plan the Solution—What’s the best way to do it?
    

Criteria for Evaluating Solutions

• 
  Resources (budget, people, materials, etc., available to group)
  
• 
  Time (length of time it takes to solve problem)
  
• 
  Acceptability (stakeholders and organization will accept solution–and changes involved)
  
• 
  Return on Investment (expected pay-off from solution)
  
• 
  Control (implementation is within control of group)
  
• 
  Appropriateness (solution solves problem)
  

Solution(s) Chosen:

12. 
    Action Plan—Who, What, Where, When, and How to Evaluate? Who to involve, enroll, get input from?
    

Who? What? By When? How Monitored?

Adapted from Continuous Improvement: Problem Solving Manual, Montgomery County Public Schools Summer Leadership Conference, 1997.

Rev. 7/13/16