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I see it happening over and over again. Too many organizations wait until problems explode into crises before taking action. In my latest book PROACTIVE Problem Solving, I challenge this reactive mindset with a methodology that transforms how organizations anticipate and solve challenges before they become emergencies. This systematic approach creates a culture of continuous improvement that drives innovation and competitive advantage. In today’s frenetic business environment, Proactive Problem Solving has become essential for organizational success.
The Fundamentals
The key to Proactive Problem Solving lies in two fundamental elements: clearly identifying WHAT the problem is and understanding WHY it matters. This seemingly simple framework can transform how your organization approaches challenges and opportunities.
Consider a state unemployment agency that faced overwhelming call volumes during an economic downturn. Instead of accepting 20-minute hold times and 50% call abandonment rates as inevitable, new leadership implemented a Proactive Problem Solving approach. By clearly defining the WHAT (poor responsiveness) and the WHY (efficient customer service during citizens’ time of need), they transformed their operation. Through systematic experimentation and employee engagement, they reduced hold times to 5 minutes and cut abandoned calls to 15%—all without additional resources or technology investments.
The most powerful aspect of Proactive Problem Solving is that it works at every level of the organization. While strategic planning typically focuses on “big” opportunities, proactive problem solving empowers employees to address both major challenges and seemingly minor inefficiencies that, when accumulated, create significant drag on organizational performance.
Implementation
To implement Proactive Problem Solving in your organization, consider these key principles:
First, focus on systems rather than people. As W. Edwards Deming noted, 94% of problems stem from systems, not individuals. When the state unemployment agency improved its performance, it didn’t focus on employee training or motivation—it redesigned the system for handling calls. This approach not only solved the immediate problem but also boosted employee morale and engagement.
Second, create clarity around problems. Use a simple but powerful format called “Problem Statements” that articulates “WHAT problems we should work on” and “WHY”. For complex challenges, consider implementing our more detailed “Blue Card” system that includes:
- A narrative explaining the challenge
- A clear mission statement
- Strategic exclusions (what you’re not trying to solve)
- Tactical constraints (boundaries and requirements)
- Potential exploration areas
Third, quantify the impact. What appears to be a minor inconvenience might be causing substantial waste when viewed systematically. A problem that wastes just 20 minutes every other day for two people results in 86 hours of lost productivity annually. Multiply that across departments and divisions, and the impact becomes significant.
Fourth, look beyond obvious problems. As a leader, you should regularly audit key work systems, particularly those that haven’t been improved recently. Sometimes the most significant opportunities lie in processes that aren’t visibly broken but could perform substantially better.
Challenges
The power of Proactive Problem Solving lies in its ability to transform challenges into opportunities for innovation. Here is another example of how this process works based on my own experience launching Brain Brew Distillery. After setting up shop, it did not take us long to discover that the traditional spirits industry model meant state and federal governments received over half the revenue from each bottle sold. Instead of accepting this as an unchangeable reality, we used Proactive Problem Solving to reimagine our business model.
By clearly defining our WHAT (profitability challenge) and WHY (business sustainability), we explored historical practices and discovered that in the 1800s, 85% of American whiskey came from Cincinnati where we are based, primarily through barrel blenders who customized whiskey to individual tastes. This insight led to a revolutionary idea for us: returning bourbon to its roots by enabling customers to create their own custom blends.
The implementation required solving multiple complex problems—negotiating with regulators, inventing new bottling equipment, and developing an in-person custom bourbon experience. The result transformed our business model. While traditional bottle sales left us with less than 50% of revenue after taxes, the custom bourbon experience allowed us to keep 100%. We then scaled this success by launching WoodCraft Bourbon Blender franchises.
Leadership Support
Remember that implementing Proactive Problem Solving requires patience and consistent leadership support. Start by encouraging problem identification, then gradually build your organization’s capability to develop and implement solutions. The key is creating an environment where employees feel empowered to identify issues and motivated to solve them. Organizations that excel at Proactive Problem Solving can adapt more quickly, innovate more effectively, and maintain competitive advantage more sustainably than those that remain reactive.
Written by Doug Hall.
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