Comment savez-vous quand pivoter pendant la résolution de problèmes?

One of the most important aspects of the complex problem solving process is to keep a close view on Risks and possibilities failures. You may not succeed every time in one go and sometimes you may need to change the course, in order to find the root cause / solution. For the same, one can define proper milestones based on SMART goals. And if any milestone is not meeting the requirements, the same must be accessed and the pivotal decision should be taken in. As they say, No harm in failing but important is to Fail Fast and correct yourself.

Knowing when to pivot in problem-solving is like realizing when your current plan isn't working well. Listen to what customers are saying—if they're not happy, it's a sign. Keep an eye on what's happening in your industry, check if you're meeting your goals, and see if you're using your time and money wisely. If things aren't going as expected, it might be time to change your approach. Look at new technologies and what your competitors are doing and be ready to adapt. If your team is struggling or if your business isn't making enough money, consider making a pivot to find a better way forward. It's about being flexible and making changes when you need to.

Keeping motivation high across the team by dissecting each requirement to a smaller achievable goals. Collecting and organizing data as much as possible for future use. Having an open mind to change plans or expand your solutions to be applicable to other problems

It is important to understand what is it being affected by the problem and more important to think through on what will actually happen if problem never addressed. Stakeholders and decision makers map is crucial for resolving the problem as well as it might give you a glimpse of where potentially same problem can appear. Usually the team drills down when trying to resolve the problem when sometimes it worth to explore where this problem sits in wider picture as it may drive to completely different outcomes/resolutions.

🎯 Clearly define your goal. 📐 Set criteria for success. 📏 Measure progress. 📌 Identify constraints and requirements. 🤔 Consider assumptions and risks. 🔍 Maintain focus on your objective.

Pivoting during problem solving is contextual to each organisation and each unique problem being solved. Problems facing organisations have different impact and risks associated with them. One problem could carry a great risk from a reputation perspective, legislative, financial, customer, brand etc. It is therefore important to look at the problem being solved from an end to end perspective not just from an inside perspective or external perspective. Once identified and prioritised you will then begin know when to pivot and how to pivot. Some might require major organisational shifts with great change management and some might just require continuous small improvements.

One thing I've found helpful is clearly defining goals, the numerical target required, and by when. In order to meet that ultimate goal, it helps to define sub-KPIs that would contribute to the over-all achievement of main KPIs. Before the beginning of an activity, set the target that would make the biggest impact to the organization.

Define your goals clearly and lay out your plan with measurable deadlines to help you understand where you stand at any given time during case management. In the planning phase of the process, it is essential to include various scenarios to follow in case of unexpected outcomes. As your outcome does meet expectations, you may pivot from your original plan. Time is very precious in problem-solving. The faster you shift from ineffective ways, the less disruptive pivoting will be.

In my experience once you are aware of the problem or problems as project lead or manager you need to document them in the RAID log under Issues and Risks, and then decide if the problem can or should be addressed by the core project team, an individual or escalated to your project sponsor and / or your project Stakeholders or all of the above, especially if there is an impact on Project Costs, Timescales and Resources and Scope. Identifying the correct Project Team Members to address the issue or problem in the first place is key. Any problems requiring a pivotal solution will generally impact Cost, Timescales, Resources and Scope (Deliverables) and if acceptable, be documented as a change in the Change Log & be within Project Tolerance.

In my opinion, the below aspects are considered as key factors in the process of any problem solving process. 1. Timelines 2. Risk involved 3. Resources available at our disposal 4. Root cause analysis 5. Steps to avoid repetition of the problem

I believe the most important aspect for problem solving is listening to the active players. What I tend to do for very complex subjects is gather a multi-disciplinary team to get all perspectives on the issue. During follow-up, one department might realize something the rest of us didn't. In the end, no one single person will craft a better solution than a team. Also, a complex problem might requiere several actions from different people, changing processes all across the organization, or a change in the organization mindset overall, all of which can not be done by a single individual.

Once you've set your goal and how you'll measure success, it's time to pay attention to what people are saying and the information you're getting. This can come from lots of places, like customers, users, or tests you're doing. This feedback and data are like clues that help you understand if your plan is working well. They can tell you what's going right, what's not, and where you might find new opportunities. Sometimes, you might discover things you didn't expect – both good and not-so-good. That's why it's important to keep collecting and looking at this info regularly. To do this effectively, you can use tools and methods that help you gather and make sense of all this feedback and data.

📊 Collect feedback from various sources. 📈 Monitor data throughout implementation. 📝 Analyze information systematically. 🧐 Identify benefits and drawbacks. 🚀 Explore opportunities for improvement. 🛠️ Address unexpected outcomes and problems.

So so true! Problem solving is crucial to making lives better. You've just gotta be a problem solver, solution oriented and to do this, you need to be updated on the happenings around and even beyond you.

Indeed, staying attuned to feedback and data is like having a compass throughout your problem-solving journey. These insights serve as your compass, guiding you through the maze of challenges and opportunities. Customer, user, and stakeholder input offer real-world perspectives, while experiments, tests, and surveys provide empirical evidence. This wealth of information reveals not only the effectiveness of your solution but also its nuances – the benefits, drawbacks, and unexpected twists. Collecting and analyzing this data systematically, employing appropriate methodologies and tools, empowers you to refine your path, seize opportunities, and overcome obstacles as you progress toward your defined goal and criteria.

Build in gates and alarms in the form of leading indicators. Look at trends and patterns and broaden your awareness to be able to involve the team and motivate them to develop knowledge and develop your methods.

I maintain a continuous feedback loop to assess the effectiveness of the current approach. If feedback suggests diminishing returns or if new data highlights a more promising direction, it's time to pivot. By staying attentive to the evolving information and being receptive to changing circumstances, I ensure that decisions are grounded in evidence and aligned with the problem-solving goals. This data-driven approach promotes adaptability and helps in making well-informed shifts when required, optimizing the problem-solving process for more successful outcomes.

Monitoring feedback and data during the implementation of a solution is essential for assessing its effectiveness and making necessary adjustments. By systematically monitoring feedback and data, you can gain valuable insights into the effectiveness of your solution and make informed decisions for ongoing improvement.

Remaining vigilant for the signs of a necessary pivot is key to the problem-solving process. A pivot signifies a significant shift in your strategy, guided by the evidence gleaned from feedback and data. If your solution falls short of meeting your defined goals or performs below expectations, it's a clear indicator that a pivot might be in order. Additionally, when your solution encounters formidable obstacles or begins to yield unfavorable consequences that outweigh its benefits, the need for a pivot becomes evident. As the context, environment, or market changes and new opportunities emerge from your feedback and data, embracing a pivot may be the strategic move to stay aligned with evolving circumstances and seize fresh prospects.

Effective problem-solving is dynamic and involves knowing when to pivot if the current approach isn't working. - Evaluate progress; pivot if you're stuck or the issue worsens. - Solicit diverse feedback; pivot when feedback indicates your approach isn't effective. - Think about pivoting if you lack essential resources or encounter unforeseen constraints. - Pivot if risks outweigh rewards or if the situation becomes riskier. - Compare your progress with available benchmarks; pivot if you're falling short. - Trust your intuition if it suggests the need for a change. Balancing persistence with adaptability is crucial for success in this process.

👁️ Monitor for needed changes. 🔄 Be ready to pivot when necessary. 🎯 Evaluate if goals and criteria are met. 🚧 Address major obstacles or challenges. 📉 Assess if negative consequences outweigh benefits. 🌍 Adapt to changes in context or environment. 🌟 Seize new opportunities from feedback and data.

When it comes to solving problems, there are two cool strategies: 1. Divergent Thinking: Think of this as brainstorming. It's when you come up with lots of different ideas for one problem. It's like imagining various flavors of ice cream you'd like to try. 2. Convergent Thinking: This is the opposite. It's when you pick one single solution from all those ideas. It's like choosing your favorite ice cream flavor from the list. Also, think about how things changed during the COVID-19 pandemic. For e.g., MachineMetrics, a company that helps factories keep an eye on their machines, switched gears. Instead of focusing on their regular work, they went all-in on helping factories work remotely.

In my experience until now, when I see an alternate path which can lead to fulfilment and require less effort or result of which can be be sustained over long term, I guess that’s the right sign to pivot.

Knowing when to pivot during problem-solving is a crucial skill that requires careful assessment of the situation. Here are some indicators and examples of when it's appropriate to pivot: Persistent Obstacles: When you encounter persistent obstacles or challenges that seem insurmountable despite your initial approach, it's a sign to pivot. For example, if you're working on a software development project and a critical technical issue keeps recurring despite various attempts to fix it, it may be time to reconsider the software architecture or development framework.

Being agile with built in controls and trend analysis when assessing the milestones should in principle grant you the ability to make decisions the right time.

I watch for several indicators, such as stagnating progress, diminishing returns, or unexpected obstacles. If initial strategies prove ineffective or if changing circumstances present new opportunities, it's time to pivot. An essential sign is feedback from stakeholders or team members expressing concerns or suggesting alternative approaches. By remaining vigilant and responsive to these cues, I can make timely, informed decisions to adjust the problem-solving approach. Identifying these signs and being open to change ensures that the problem-solving process remains dynamic and aligned with the evolving nature of the challenge, increasing the chances of a successful outcome.

It's difficult to identify signs to pivot when you are part of the problem as you face multiple biases like tunnel vision, functional fixedness, sunk cost falacy. Early signs are frustration and signs of helplessness that your feel or are reflected among colleagues or in clients or in the numbers. - Try taking a few days of from the problem to come with a new perspective - Use some creative problem tools like Janusian thinking, reverse brainstorming - Do a value analysis to see the real value that is being delivered and the value that the customer wants - Review your OKR - Study competion, other industries, broaden the horisons by doing some futures thinking These are some ideas that I have used.

This is what is known as the Formal Change Request & if it is within Project Tolerance in terms of Cost, Resource & Timescales then it will be documented and presented for approval by the project Team & documented in the Change Log. If the solution to the Pivotal Problem is beyond Project Tolerance in terms of Cost & Timescales then an Exception Report is raised; the preferred solution is presented (most companies have a Project Exception process to follow especially in a PRINCE 2 project). Alternative changes are also presented including “Do Nothing” and “Close Project” as well as other achievable solutions along with a Impact Assessment in terms of Cost, Scope, Resource and Timescales. A good strong PM gets the preferred option.

🔄 Don't abandon the problem-solving process. 🧠 Use creative thinking to generate options. 🚫 Filter out unrealistic alternatives. 🤔 Compare and rank remaining options. 🎯 Reference your goal and criteria. 👍 Select the best alternative or create a new solution.

- Try and generate as many options as possible. - Bring in diverse perspectives and experienced people around a table to see the problem from a 360 perspective to generate more options. - Prioritise the options based on various frameworks like Impact/Effort - Take a long term perspective instead of getting stuck by short term problems - Understand your own decision making strategies, values and chose best option that aligns with the vision.

In my experience the ability to identify and understand your options is crucial to understanding the way you approach your problems. The more you exhaust the alternatives the better solutions will surface and help your organization to achieve their goals.

I assess whether the current approach is still the most viable option by exploring other potential solutions. By comparing the pros and cons of different strategies, I can gauge if a pivot is warranted. This process allows me to make well-informed decisions based on the available options and their alignment with the problem-solving goals. When a superior alternative emerges or if the current approach no longer serves the desired outcomes, it's a clear sign that a pivot is necessary, ensuring that problem-solving efforts remain efficient and effective.

1. Implement your new plan. 2. Communicate the pivot to stakeholders. 3. Explain reasons and benefits. 4. Revise action steps, timeline, budget, and resources. 5. Test and validate the new solution. 6. Review and refine as needed. 7. Celebrate and share achievements.

I couldn't agree more with the importance of celebrating successful implementations. It not only motivates teams but also fosters collaboration and enhances collective achievements. Effective stakeholder communication is a vital component of any new plan, as it brings clarity to everyone involved. Validating the new solution against predefined metrics is crucial to ensure it meets expectations. Finally, conducting a retrospective session to document lessons learned is invaluable in preventing future mistakes. Great insights for ensuring the success of any project!

Always think in a continuum and never forget that. The past is always at hand to give ground for your analysis. The implementation should be a simple datapoint and not the starting point.

Once I've identified the need for change, I ensure a swift transition to the revised approach. This involves clear communication with the team, setting new objectives, and allocating resources accordingly. By swiftly acting on the decision to pivot, I minimize disruptions and maintain momentum. The key is to not only recognize when change is necessary but also to execute the pivot efficiently, allowing the problem-solving process to adapt and progress in a more productive direction while staying aligned with the overarching goals.

Knowing when to pivot during problem-solving is a crucial skill that involves recognizing when your current approach is not yielding the desired results or when circumstances change. Recognizing the signs ahead of time and being open to change is essential in dynamic problem-solving. Regularly reassess your situation and be willing to pivot when the evidence suggests it's the right course of action.

In my experience as an Entrepreneur and working mostly with start-ups, this is how I pivoted when trying to resolve a challenge; - Class a "problem' as a "challenge", this creates an eagerness and drive to overcome it - Data is gold, keep track & analyse in depth - Discuss with stakeholders & your clients - Analyse what worked well in the past & what requires a change - Before implementing a change, take your team into confidence - Have a clear defined deliverable to achieve - Solicit feedback from peers - Show adaptability & resilience whilst dealing with a situation - If its an MVP, test it out with your loyal clients to gain insights In short, there is not a single problem that doesn't have a solution. This should be the mindset.

Pivot during problem-solving is a crucial skill, and it often involves a combination of intuition, analysis, and adaptability. The decision to pivot should be informed by a combination of critical thinking, data analysis, feedback, and a willingness to adapt. Note that the pivoting is not a sign of failure but a strategic adjustment to improve your chances of effectively solving the problem at hand.

There is a fine balance between perseverance and pivot. It's largely a matter of judgement. Two criteria for considering a pivot are: 1) The problem has changed (either itself, or in your realization) 2) The solution is not representing a net improvement in the status quo Having the right mindset is crucial to problem solving. I've written about it in my book SMART PROBLEM SOLVING: The Complete Blueprint (available on Amazon and linked via my profile).

Conducting a retrospective session to document lessons learnt is invaluable in preventing future mistakes. Great insights for ensuring the success of any project...

[1] The decision to pivot should not be viewed as an admission of failure but rather as a testament to an organization's or individual's adaptability. In today's rapidly changing environment, the ability to pivot is a strength. [2] Before embarking on a project or strategy, define what metrics or situations would indicate the need to pivot. [3] Pivoting isn't just about recognizing when a strategy isn't working. It's also about managing the emotions, yours and others', that come with significant change.

Knowing when to pivot during problem-solving is crucial for making effective decisions and finding solutions. Common pitfalls to avoid: - Over-Pivoting: Pivoting too frequently can lead to indecision and wasted resources. It's essential to strike a balance and pivot only when there's a compelling reason to do so. - Abandoning All Progress: Sometimes, a pivot is seen as a complete departure from previous work. However, it's often possible to build on what you've learned and accomplished to date, rather than starting from scratch. - Underestimating Resource Requirements: A pivot may require additional resources or a reallocation of existing resources. Ensure you have the necessary support to execute the pivot successfully.

Sometimes, intuition plays a role in decision-making. If my instincts tell me that something isn't working, it's also worth exploring other options based on my past experience.