Most problems facing modern organizations are too complicated for solo solvers. We address them as groups, and sometimes groups encounter difficulties. Group problem solving is something most of us learned by doing — few have trained for it, and those who did have learned different methods. Today's shrunken training budgets provide little aid, and we have little time for training anyway.
"What, Why, and How" is a simple structure that can help. When we use it to explore the problem and its candidate solutions, it guides the discussion and helps avoid those frustrating loop-de-loops. Here's how to apply it (possibly iteratively) to clarify the problem.
- What
- Work together to write a clear statement of the facts of the problem. No excuses or explanations — just facts. Example: We were scheduled to finish by December 30, and now that appears impossible.
- Why
- The answer to "Why?" is our best understanding of the causes of the "What." It describes the mechanism that brought about the "What." It might identify several independent or interacting elements. Example: Since we underestimated the linkages between our project and other efforts, we had to compete for the time of some key people, and that introduced unanticipated delays.
- How
- "How" explains what keeps the problem in place. It explains the source of the problem's longevity, and how it persists despite our having recognized it. Example: Our project is now so late that even though we're getting the time we asked for from those key people, we need more than that to catch up, and they can't provide it because they have other commitments.
And here's how to apply What-Why-How to a candidate solution.
- What
- The "What" Simplicity is essential
for everyday use of
structured group processesof a proposed solution is a concise statement describing it. No words about implementation, cost, or schedule — just the vision. Example: We'll work out a new schedule that allows us more time, and we'll also hire three contractors to accelerate our pace. - Why
- "Why" summarizes our motivation for adopting this solution, including the advantages of this solution without reference to any other solutions. Example: Even if we apply additional resources, we can't make the December date, but we do believe that some specialized extra help will improve performance.
- How
- "How" provides a high-level description of the strategy and tactics we intend to deploy to implement the solution. Example: Todd will work with the internal customer to determine a new date, while Beth begins a search for contractors who can meet our needs. They'll coordinate to ensure that the date we get fits the availability of the contractors.
If your team faces an issue that has resisted resolution, try the What-Why-How approach. If you don't have an issue right now, but they often do arise, use this issue: We often encounter issues that lead to endless loop-de-loop debates that resist resolution. Top Next Issue
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Related articles
More articles on Effective Meetings:
- The Shape of the Table
- Not only was the meeting running over, but it now seemed that the entire far end of the table was having
its own meeting. Why are some meetings like this?
- The Perils of Piecemeal Analysis: Group Dynamics
- When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster,
it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The
source of some of this risk is the nature of group discussion.
- Historical Debates at Work
- One obstacle to high performance in teams is the historical debate — arguing about who said what
and when, or who agreed to what and when. Here are suggestions for ending and preventing historical debates.
- I Could Be Wrong About That
- Before we make joint decisions at work, we usually debate the options. We come together to share views,
and then a debate ensues. Some of these debates turn out well, but too many do not. Allowing for the
fact that "I could be wrong" improves outcomes.
- Premortems
- Premortems are simulated retrospective examinations of future events, conducted as if those future events
had already occurred. By combining the benefits of psychological safety with a shift in temporal perspective,
they offer advantages for planners.
See also Effective Meetings, Effective Communication at Work and Problem Solving and Creativity for more related articles.
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