Situational Practical Problem Solving (SPPS)
SPPS emphasizes going directly to the problem area to see the real circumstances, avoiding reliance on second-hand information. It advocates for countermeasures rather than permanent solutions, focusing on continuous improvement.
THE IDEA
Chapter 12 Situational Practical Problem Solving
Solving problems demands you think objectively, like a scientist. You must see the real thing – that is the actual circumstances – firsthand, if possible. SPPS is based on going to the problem area and seeing it directly without depending on someone else’s opinion or perspective. If someone brings you a problem and you believe the information they bring you, then you’re accepting their view without seeing it yourself. This is second-hand information. Besides, one person’s view may be accurate as far as it goes, but a single viewpoint is less likely to be comprehensive than multiple viewpoints. This can lead not only to identifying the wrong problem but selecting the wrong "root cause" and developing the wrong countermeasure.
SPPS uses the term “countermeasure” in place of “solution.” The word solution lends itself to the belief you found the ultimate answer to the problem, a permanent answer you never have to think about again. In SPPS, there are no solutions, only countermeasures. Therefore, countermeasures are steps to always improving.
Problem solving can restore a process to its expected performance. Continuous improvement asks how to raise that level. Reviewing countermeasures over time supports both tasks.
When to use it
When a process in a factory experiences frequent breakdowns, go to the floor to observe and talk to operators before deciding on a fix.
In software development, when a bug is reported, reproduce it in your own environment and observe the user's workflow to understand the root cause.
When a team misses a deadline, instead of assuming poor time management, attend the team's stand-ups and review their actual workflow to identify systemic issues.
During a product return investigation, physically inspect the returned units and interview the customer to understand misuse or design flaws.
FROM THEORY TO EVERYDAY LIFE
In practice
Manufacturing Defect
A factory manager receives reports of a defect rate increase. Instead of relying solely on data from quality control, they go to the production line, observe the process directly, talk to operators, and see the actual conditions. They identify an equipment misalignment that was missed in reports.
Customer Service Issue
A support team leader hears about a recurring customer complaint. They visit the customer's site, watch the product being used, and discover that the instruction manual is confusing. The countermeasure is a revised manual, not just a software patch.
A MOMENT TO REFLECT
Put it to work.
Think of a recent problem you worked on. Did you rely on second-hand information? What might you have discovered if you went to see the situation firsthand?
Identify a countermeasure you have implemented. How does it differ from a permanent solution? How could you make it more of an iterative improvement?
How does SPPS challenge the way you typically define and approach problems? What steps can you take to adopt this mindset?
CONTINUE THE CONVERSATION
Source texts
- Thinking in Systems and Mental Models Think Like a Super Thinker (Dawson, Marcus P)