When you’re stuck with a broken process, it can be hard to figure out how to fix it. These are the things that eat up a lot of your time and produce diminishing results. You’re likely too close to the problem to think of possible solutions. So you suffer.
You may appreciate some inspiration from my days in the world of TV news. If you go into a story meeting in a newsroom, you may hear someone say the phrase, “Why should we care?” The question serves as a litmus test for a potential story.
Some stories are interesting but not newsworthy. For instance, a TV station would likely not do a story about children learning how to tie their shoes. But if an untied shoe had recently caused a child to be hurt in an unusual accident, then the story might air.
The purpose of the question wasn’t to shoot down an idea but rather to make sure a story would appeal to the viewers. The process even applies to human interest stories.
How does this help you fix a broken process? Keep it in mind the next time you hear a complaint about something at work. It may point to a solution to a problem. You may have to dig a little to get to the issue.
Consider this scenario and make sure if you try it yourself that you preface it by saying your remarks are not a personal attack but rather a problem solving discussion:
Employee: “I hate Wednesdays because that’s when all of the documents are delivered.”
Supervisor: “Why should we care about this? Tell me what is the problem?”
Employee: “The documents come in boxes of all shapes and sizes. Some are heavy. It’s a pain to take them from the mail room, up to the seventh floor, and then deliver them to the offices.”
Supervisor: “Why should we care about your having to make the trip?”
Employee: “It takes a lot of time to make the deliveries and I sometimes stumble or knock something over while carrying the big boxes.”
Supervisor: “We need to keep receiving the documents but would it help you if we bought a cart that could help you with the deliveries?”
Employee: “That would save time and make me feel safer.”
You don’t necessarily get to the solution without having the conversation. You have to go beyond either ignoring the complaint or just acknowledging it.
Usually, the complaint is rooted in a fixable issue. This could involve outdated software, old equipment, or a task that’s performed simply because it’s always been done that way.
All of these issues can be accepted as the status quo. While people complain about them, they may not think about fixing them. In their minds, the task is a necessary evil that has to be performed but not adjusted.
If you examine a broken process closely, you’ll likely find some good solutions. That’s breaking news for productivity and morale.
Time to bring Ken Okel to your next meeting?
