Problem solving is much more than arriving at an elegant solution. It is a twofold progression that includes problem resolution and solution implementation. Six Sigma and process improvement methods are examples of this sequenced approach to developing and deploying a remedial action that improves process capabilities. Figure 1 illustrates the dual nature of these methods.

Improvement projects, usually well-intentioned and well-designed, frequently bog down in later stages because problem-solving teams and sponsors can lose focus once a resolution is found. Efforts that are centered on the problem and potential solutions often fail to include how improvements will be permanently integrated into daily work.

After a workable solution is celebrated, it’s tempting to push new ideas on those implementing the improvement activities only to find forward action stalling. Even when the need is identified and the solution is recognized as technically sound, work activities may stubbornly continue as if nothing new had been proposed. Getting people on board and involved can be terribly frustrating and increase the cost of transition.

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