PROBLEM-SOLVING METHODS IN MANAGEMENT
No matter how many tools and processes are put in place, sometimes a manager has to deal with unexpected problems in the workplace. A company that fails to solve its management problems will always operate inefficiently and will be unable to build a successful organisational strategy. The smallest dysfunction can snowball into major disruptions, costing time, money and weakening team morale. Let's take a look at the methods and tools that will help you become... the most peace-loving of managers.
WHAT IS A PROBLEM-SOLVING METHOD ?
Every business is regularly faced with unavoidable challenges and unforeseen events. Whether it's tension in a team, a project running late or a drop in performance, managers are constantly juggling problems that need to be resolved. But when faced with these sometimes complex situations, improvising is not always enough. That's where problem-solving methods come in.
A problem-solving method, as its name suggests, is a structured framework that guides the manager through the identification, analysis and resolution of a given problem. It avoids hasty decisions, often based on intuition or emotional reactions, and favours a rational and methodical approach. The aim? To identify the root cause of the problem and provide a lasting solution, rather than simply treating the symptoms.
In practice, these methods are based on several key stages. It starts with a precise definition of the problem, an often overlooked but crucial step. After all, how can you solve a problem if you don't know exactly what it is? Next, they generally include an in-depth analysis of the causes, a search for solutions, and finally the implementation and evaluation of these solutions.
Beyond their practical aspect, these methods embody a management philosophy: they encourage us to adopt a proactive stance in the face of difficulties, seeing each problem as an opportunity to learn and improve. Used correctly, they not only resolve specific situations, but also strengthen the analytical and decision-making skills of teams, and even their cohesion. This is how a weakness can be transformed into a strength.
ANALYSIS TOOLS USED FOR PROBLEM-SOLVING
Thanks to their analytical approach, analysis tools facilitate decision-making based on tangible data and a rigorous approach.
Tool 1: The Ishikawa diagram
Also known as the fishbone diagram, this tool is essential for identifying the root causes of a problem. It classifies potential factors into families (such as methods, machines or manpower) and visualises the links between these elements. With this method, the manager doesn't just treat the symptoms: he goes straight to the root of the problems.
Tool 2: SWOT analysis
Although often associated with strategy, SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) can be a valuable ally in problem solving. By cross-referencing internal strengths with external risks, this tool provides an overall view of the problem. It's an ideal solution for problems that are part of a wider context, such as team restructuring or a product launch strategy.
Tool 3: The 5 Whys
With the 5 Whys method, the manager digs deeper into the causes of a problem by asking the question "Why? five times. This approach, which is as direct as it is powerful, helps to shed light on the real underlying blockages. A team is missing its targets. Why is this? Because tasks are poorly distributed. Why is this? Because the workload has not been properly assessed. And so on, until you find the root of the problem.
Tool 4: Design thinking
Although it originated in the world of design, design thinking has established itself as an essential management approach for solving complex problems. This method emphasises empathy and creativity, placing users' needs at the heart of the process. Structured in several stages - understanding the problem, ideation, prototyping and testing - it encourages collaboration and experimentation. In management, design thinking is particularly useful for tackling challenges such as improving the customer experience, product innovation or change management. Thanks to its iterative approach, it encourages teams to envisage new solutions while remaining connected to the realities on the ground.
Tool 5: The Pareto method
The Pareto method, or 80/20 rule, is a powerful tool for optimising problem solving in management. It is based on a simple observation: in most situations, 80% of the effects come from 20% of the causes. Applied to problem-solving, this method helps managers to identify the priority factors on which to focus their efforts in order to achieve maximum results. For example, if a drop in performance is observed, the Pareto analysis will help to target the few major causes that generate the majority of problems. This analytical approach is both pragmatic and effective, enabling actions to be prioritised and resources to be allocated in the best possible way, avoiding getting bogged down in secondary details.
THE IMPORTANCE OF INTEGRATING PRACTICAL CASE STUDIES TO REINFORCE LEARNING
Practical case studies enable students to move from reflection to action. Faced with real-life or field-inspired problems, they have to analyse situations, mobilise their knowledge, work together as a team and propose solutions. This process gives them a global view of the issues and encourages them to adopt a more proactive stance.
What's more, the practical case studies add an immersive dimension to the learning process. Resolving a fictitious team conflict, devising a strategy to relaunch a product or managing a corporate crisis: these real-life situations anchor knowledge in concrete terms, while developing cross-disciplinary skills such as communication, leadership and stress management.
In a world where employers are looking for operational managers from day one, integrating practical case studies into a curriculum is a major asset. These exercises enable students to familiarise themselves with the tools and methods they will use on a daily basis, while sharpening their analytical and decision-making skills. In this way, they prepare themselves in the classroom to experience the thrills and spills of the real world.
In management, solving problems cannot be improvised. It requires structured methods, relevant analysis tools and regular practice to refine your reflexes. By combining strategic thinking with concrete action, managers can turn every challenge into an opportunity, while strengthening their ability to navigate complex environments.