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know what solution is right for you?
There are few things as useless - if not as dangerous - as
the right answer to the wrong question. The key to finding
the best technological solution is to ask the right questions.
This means considering as many potential solutions to your
problem as you can possibly generate and asking
questions like: What are the costs associated with each
solution? What facilities, people and equipment are
needed? How much time is required for implementation?
What will be the effect on workers, managers and the
company? What results are expected? What are the barriers
to implementation?
Identifying viable solutions and alternatives requires a
maximum level of informed creativity. When faced with a
difficult problem, however, many people naturally dwell on
all the constraints, rules and pitfalls that might narrow down
the possible options for solving their problems. People's
experience, their expectations about what will be acceptable
to management, and their memories of what has worked
before often restrict creativity when it comes down to the
nitty-gritty of problem-solving. But often the most creative
and unexpected approach brings the best results. Being
creative means combining the information you have
collected with all the possible ideas on the table, even if
those ideas may seem farfetched at first.
Below is a three-step process that will aid in selecting the
best possible solutions to solve your problems. In the first
step, your aim is to collect a large quantity of solution ideas.
Work to compile a wide-ranging list of creative ideas. In the
second step, you must narrow down your list by selecting
the best four to six possible solutions. In step three, you
must select a final solution and one or two alternatives.
503.452.9166
Step 1. Generate a list of possible solutions.
Step 2. Determine the best solutions.
Step 3. Select a final solution (and alternatives).
Generating an all-embracing list of possible solutions will offer you a big
advantage over the usual approach, which is to simply come up with one
or two alternatives from which to choose. If you limit yourself to only a few
alternatives you are much more likely to overlook the best solution. The
two or three ideas that come quickly to mind may not actually be the best
choices. A better way is to start with a much longer list of possibilities.
That way, you improve your chances of exploring more innovative and
unusual solutions that would not be considered otherwise.
Generate a list of possible solutions
Brainstorming with other people is a good way of generating a
comprehensive list of creative ideas from a broad perspective. It is
important note, however, that one of the difficulties with brainstorming is
the natural instinct to prejudge ideas before thoroughly evaluating them.
As a result, most people have a natural fear of proposing a "silly" idea or
looking foolish. Ironically, silly ideas can actually form the basis for a
creative and useful solution. You must strive to defer judgment and guide
others in this perspective. One of the key tenets of brainstorming is that
no criticism is permitted no matter how wild and crazy suggestions seem.
Encourage people to generate a large number of ideas through the
combination and enhancement of existing ideas. Encourage people to
key off of ideas from someone else.
One example of a successful idea that at first seemed farfetched was
experienced at Kodak, where an employee approached management
with the idea of making a camera so cheap and lightweight that people
would throw it away after one use. The FunSaver is one of Kodak's most
popular products. The idea sounded crazy at first, but the results speak
for itself.
When generating a list of possible solutions, don't stop too quickly. The
first few ideas, or the most obvious ones, are not always the best. Ask
yourself:
- Did you avoid passing judgment or making comments on the
possible solutions as they were raised? - Did you think outside your own experience and expertise?
- Do you fully understand each possible solution?
- Did you go for quantity - at least 20 possible solutions?
Determine the best solutions
Now a decision has to be made between the many solutions you have
gathered. Which solutions should be included on your "short list?" Out of
all the ideas you have to consider, it is likely that they are not all equally
capable of producing the results you want or equally plausible to put into
place. Keep in mind your goals for improvement, the expectations you
have set and the key results you need. Also keep in mind what resources
you have available. If you do not have the funds available for additional
staff, hiring people might not be the way to go. Likewise, if you are limited
on time, implementing a solution that requires many hours to put into
place may not be the best option.
The following steps will help you reduce your list to a few of the best
options, given your objectives and available resources:
Step 1. Develop criteria for your selections and assign weights to each.
Step 2. Apply the criteria.
Step 3. Choose the best four to six solutions.
To determine the criteria to use for selecting the solutions for your short
list, make sure that you define each deciding factor clearly. If you are
working with a team, be sure everyone involved has the same definitions
in mind. For example, you must decide whether cost is the most
important criterion, or whether ease of implementation should head the
list, and so on. Your criteria must also be rated in terms of importance.
Assign a weighting percentage to each criterion so that they total 100
percent. For example:
Ease of implementation 20%
How easy will it be to implement this solution?
Likelihood of success 20%
How likely is it that the solution itself can be successfully implemented?
Effectiveness of Solution 50%
How effective will the solution be in addressing the causes of the
problem?
Cost 10%
How much will the solution cost compared to available funding?
Total weighting 100%
Rate each possible solution against your criteria. Do this by giving each
one a score on a scale of one to 10. After you have assigned a score to
each factor, multiply the score by the weighting, and add up the scores for
each solution.
Weighting the criteria helps you choose the best solutions to use for your
final decision process. This is a very effective tool because it compares
all your potential solutions objectively and guarantees equal
consideration for alternative solutions. It also helps make certain
someone's favorite solution does not override others. With this kind of
well-thought rationale for your decisions, you should have less trouble
convincing management that your recommendations are the right course
for your document strategy.
Questions to consider:
- Which criteria do you need to consider?
- Are these criteria equally important?
- Does everyone involved have the same understanding of what
each one means? - Do the total weighted scores for each solution seem logical when
you compare them with each other? - Did you choose the solutions with the highest score? If not, why?
- Will you be able to persuade others that this is the right choice? If
not, it's probably not the right choice.
Select a final solution
Now that you have a list of potential solutions, you must trim down your
choices, preferably to the best four to six solutions. Do this by using a
Paired-Choice Matrix similar to the one below. A Paired-Choice Matrix
gives you a method to choose the best solution from a number of
alternatives and is an objective way to make sure each potential solution
gets fair and equal consideration. One way to think of this process is like
the NFL playoffs. A series of games are played between teams to
determine an ultimate champion, matching one pair of teams at a time.
List your solutions on the top, as well as the left side of your matrix. In this
example, six solutions have been selected (represented as A through F).
Begin with the first row (Solution A) and proceed horizontally across the
chart, comparing solution A to every solution along the top, one pair at a
time. "X's" mark where no choice can be made (e.g., between solution A
and solution A). Indicate your preferred solution by placing the
corresponding letter in the corresponding column. Repeat this process
until each possible pair is evaluated.
A B C D E F Total
A x B C D A F 1
B x x B D B B 3
C x x x C C F 2
D x x x x D F 1
E x x x x x E 1
F x x x x x x 0
Total - 1 1 2 0 3 x
Paired-Choice Matrix
In this example, you would start with solution A and follow the top of the
matrix. Choose between A and B. (In this case solution B was selected.)
Continue across the row, making a choice between A and C, A and D, and
so on. Repeat the process for each row until you have compared each
possible pair - compare B and A, B and C, B and D, and so on. For each
row, tally the number of times that solution prevailed. Record those
numbers on the right side of your matrix. Tally the scores for each column
as well, and record those numbers at the bottom of the matrix. Add the
numbers in the right of your matrix with the numbers at the bottom.
Whichever solution has the greatest number should be your "best"
solution.
In this case, the results are as follows:
Solution A - 1 + 0 = 1
Solution B - 3 + 1 = 4
Solution C - 2 + 1 = 3
Solution D - 1 + 2 = 3
Solution E - 1 + 0 = 1
Solution F - 0 + 3 = 3
With a total of four, solution B prevails. Solutions C, D and F are viable
alternatives.
What happens if you have a tie? If there are three or more options with the
same score repeat the process with a smaller matrix that includes only
the options that have tied. If you have only two options in a tie, look for
other factors that you have not previously considered. Step outside of your
main focus to see if your potential solutions provide additional benefits
elsewhere. Ask questions such as:
- Did you hold back from evaluating all proposed solutions?
- Did you make a point of thinking outside of your own expertise and
experience? - Did you involve others in the process - especially those who have
an interest in getting the problem solved? - Did you narrow the list to the best four to six possible solutions?
- Do you fully understand each of them?
- Do any of them need to be combined?
- What is the likelihood that your solution will be successful?
The problems you identify and the solutions you select define the course
of your document strategy. Use the tools presented here to strengthen
your understanding of the your document processes. From there you can
then determine the problems that plague the process. With your
problems defined, you can then select the best technological solutions
and plan the best route for your document strategy.