January 9th, 2009
Creative Problem Solving
Years ago, I digested materials related to "creative problem solving" (CPS) and practiced the skill with the Auxano team at one of our annual off-sites called "Resync." I am amazed at how valuable the experience can even though it is rarely used in the church. In fact, in the last 20 years of ministry (from seminary, to pastoring, to carnivorously devouring conferences, to full-time consulting) I HAVE NEVER HEARD ANYONE TEACH OR PRACTICE CPS in a ministry setting.
Here is the basic assumption of the process: We starting solving problems too quickly, before we have really defined the nature of the problem. Therefore we must brainstorm and collaborate to state the problem accurately before we impatiently run at potential solutions. It is in the process of determining the precise way of stating the problem that genius arises.
Yesterday at Faithbridge, I facilitated a problem solving meeting that arose from a 700 person unanticipated attendance spike on January 4th services. Even though we only had a 3-1/2 block of time, I spent the first 45 minutes stating the problem. Here are some of the alternative ways we stated the problem:
- How might we shift satisfied worshippers at the 9:30 and 11:00 to a different service time?
- How might we provide three "Live" venue worship opportunities on Sunday morning?
- What's stopping us from creating alternative entrance/exit access roads?
- How might we simply shift services times in a way that solves every other problem?
- How might we accommodate 1000 more people without modifying the facility?
- What's stopping us from doing a capital campaign/phase II immediately?
- How might we better clarify our long-term strategy with worship styles and venues?
- What's stopping us from adding 250 parking spaces immediately?
- How might we add more square footage for worship venues with the existing facility?
Next time you are solving a problem, start by trying to state the problem in the form of a question as may ways as possible using the "How might we…" and "What's stopping us…" question template.
Good stuff. I know the tendency to jump into solutions too quickly. From your example of Faithbridge, sounds like you weren’t so much defining the problem as brainstorming solutions and then addressing any new problems that might arise if that solution was adopted. Is that what you mean?
Best line for me: It is in the process of determining the precise way of stating the problem that genius arises.
Thanks, Doug
Lead Pastor in San Diego
(also following you on twitter)
Good post, Will.
In the world of Lean Manufacturing, we work hard to drill this focus on understanding the problem before getting to a plan of action. It’s just as tough there as in the church.
One of the simplest and best tools we use is called “5 Why”…you simply state the undesired issue (“we have more worshipers than we can handle”) and then ask “Why are there more worshipers than we can handle” and answer “Because these folks all showed up at 9 or 11.” Why did they all show up at 9 or 11?” We might now know…may need to ask. But it might be “because that’s the most convienet time to show up on Sunday morning”
Anyway, you force yourself to ask ever-deeper questions. You can branch into other tracks. Eventually, you get to some root cause that you can then address.
In any event, it simply helps define the problem.
And I’ll say it takes a strong leader to NOT launch directly into the solution before understanding the problem.
And my problem is talking too much!!
Thanks, Will.
Just read Jack’s Notebook by Gregg Fraley, http://www.strategycentral.org/2008/12/jacks-notebook.html. Fraley talks about CPS and I have to say it looks pretty promising. Thanks for illustrating your process at Faithbridge!
mark
One of my favorite best practices for CPS is to keep the goal at coming up with more ideas, not solving right away. No evaluating or critiquing of any mentioned ideas is allowed, and questions are unnecessary until we agree to narrow down.
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