EdGrimshaw.com

One of the main issues with problem solving in organisations is that each problem is dealt with in isolation. Then each solution is processed in a single sequence. The sequence often undermines the solution.

Take for instance a hospital trying make improvements on a ward or in a theatre. Initiatives will be introduced one by one to improve quality of care, increase productivity, improve patient safety, develop employee morale, reduce infections, improve patient waiting times and so on and so forth. The issue is that often one initiative undermines or compromises another intiative so the implementation overall is ineffective and inefficient.

This type of thinking does not just happen with initiatives but also within the day to day decision making itself. Front line staff are left being pulled in different ways depending where the current focus is by those directing and managing.

In a future article we will explore the skill of thinking simultaneously as against sequential thinking.