Through our education and our parents, many of us learned that problems come with solutions that can either be labeled "right" or "wrong." So we feel a sense of urgency about solving problems quickly and coming up with the right answers. This, in itself, is a problem.

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Identifying the Type of Problem You Face

Where to begin dissecting a problem? Vistage speaker Ivan Rosenberg recommends using the "convergent vs. divergent" problem classification technique.

Convergent Problems -- The more you study them, the easier they appear to be. You have experience with this type of problem, and the most feasible method of solving it is readily apparent.
Divergent Problems -- The more you study these, the more complex and daunting they become. Analysis takes you farther and farther from an acceptable solution.

"These are the ones CEOs mainly deal with," explains Rosenberg. Divergent problems are big, complex and unfamiliar.

How do you evaluate which kind of problem you have? "Just start asking questions," Rosenberg says. If the path becomes clearer as you go, you are on a convergent trail. If the questions are mounting, it's divergent and you need to address it by considering a paradigm shift.

Trolls vs. Godzillas: Another way to sort out problems is to use the "trolls vs. godzillas" analogy.

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Paradigm Shifts Happen

You have a problem. You describe it in detail. What you describe is a paradigm -- your version of your problem.

Sometimes, the reason we have trouble solving divergent -- or increasingly complex -- problems is that we see them only in one way, what we perceive to be "the right way."

Invite as many views as possible about the same issue, from those who are familiar with it (like your executive team) and those who are not (like your Vistage group and chair.)

In 1880, the head of the U.S. patent office suggested it be closed because everything worth inventing had already been invented," says Rosenberg. Avoid adopting a similar "we've exhausted all the options" viewpoint.

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Seven Steps to Successful Problem Solving

Faust says most problems are not truly solved because people:

Don't clearly define the "real problem" well enough.
Don't get the right people to solve the problem.
Don't use an effective problem-solving process.

It's possible to simplify problem solving -- and succeed at it -- by following seven logical steps, which were developed by Richard L. Lyles, Ph.D., who co-authored "Responsible Managers Get Results" with Faust.

The seven steps are to:

1. Define the problem.
- What is really wrong?
- What is happening, or what isn't?
- What don't we find acceptable?
Define the objective(s). What is the outcome you want to achieve as a result of solving the problem? This is your objective.
Generate alternatives. How many alternatives can you generate? Don't try to judge them until you have come up with as many alternatives as possible.

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Converting a Gripe into a Goal

Often, it's the way we frame a problem that makes it appear to be impossible to tackle. When we redefine it, we open new mental pathways to solutions.

Murray recommends this system to turn a gripe into a goal:

Write a sentence about your issue that begins with one of the following phrases:
- "My frustration is that …"
- "My gripe is …"
- "My difficulty is …"
2. Describe your concern again, this time beginning your sentence with:
- "My real concern is …"
3. Search for the wish in your concern. Write a new sentence that begins with:
- "What I'm really wishing for is …"

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Productive Problem-Solving Meetings

Sometimes people find themselves in a box when it comes to creative problem solving, Murray says.

To create a safe environment, ask meeting participants to:

Maximize these behaviors: Minimize these behaviors:

Listening Criticizing
Appreciating Impatience
Seeking usefulness Being judgmental
Clarifying Boredom
Accepting Rejecting

The roles for creative problem-solving meetings are:

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Getting the Right People on the Right Problems

You need three types of people on any team effort.

Deciders -- They hold the authority and are the "bosses."
Doers -- The implementers get the job done.
Experts -- They bring the knowledge, expertise and/or charisma to the table.

As you compose a team to tackle a particular problem, Faust says it's important to select candidates carefully. It helps to use the following checklist.

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Implementation and Beyond

You may find your business caught in a whirlwind of continually solving the same kinds of problems. Stop and ask yourself: Have you ever noticed a pattern to the problems your company faces?

Faust believes the real issue is how to make problem solving a strategic process rather than a tactical, reactive process.

The idea is to focus on the big problems that will make dramatic changes in your business. If you can solve five of those big problems -- the Godzillas -- every year, your business will make great leaps forward.

As the chief executive, you are not the "chief problem solver." In fact, the "executive" part of your title means that most of the problem solving should be done elsewhere in your business.

The best way to make sure they are working on the right problems -- that is, the most strategic for their business -- Faust recommends setting aside time every week for them.

"By building in that discipline around problem solving, you will be doing yourself and your company a favor that pays dividends for years to come."

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