4 step rapid problem solving

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The easy 4 step problem-solving process (+ examples)

This is the 4 step problem-solving process that I taught to my students for math problems, but it works for academic and social problems as well.

Every problem may be different, but effective problem solving asks the same four questions and follows the same method.

• What’s the problem? If you don’t know exactly what the problem is, you can’t come up with possible solutions. Something is wrong. What are we going to do about this? This is the foundation and the motivation.
• What do you need to know? This is the most important part of the problem. If you don’t know exactly what the problem is, you can’t come up with possible solutions.
• What do you already know? You already know something related to the problem that will help you solve the problem. It’s not always obvious (especially in the real world), but you know (or can research) something that will help.
• What’s the relationship between the two? Here is where the heavy brainstorming happens. This is where your skills and abilities come into play. The previous steps set you up to find many potential solutions to your problem, regardless of its type.

When I used to tutor kids in math and physics , I would drill this problem-solving process into their heads. This methodology works for any problem, regardless of its complexity or difficulty. In fact, if you look at the various advances in society, you’ll see they all follow some variation of this problem-solving technique.

“The gap between understanding and misunderstanding can best be bridged by thought!” ― Ernest Agyemang Yeboah

Generally speaking, if you can’t solve the problem then your issue is step 3 or step 4; you either don’t know enough or you’re missing the connection.

Good problem solvers always believe step 3 is the issue. In this case, it’s a simple matter of learning more. Less skilled problem solvers believe step 4 is the root cause of their difficulties. In this instance, they simply believe they have limited problem-solving skills.

This is a fixed versus growth mindset and it makes a huge difference in the effort you put forth and the belief you have in yourself to make use of this step-by-step process. These two mindsets make a big difference in your learning because, at its core, learning is problem-solving.

Let’s dig deeper into the 4 steps. In this way, you can better see how to apply them to your learning journey.

Step 1: What’s the problem?

The ability to recognize a specific problem is extremely valuable.

Most people only focus on finding solutions. While a “solutions-oriented” mindset is a good thing, sometimes it pays to focus on the problem. When you focus on the problem, you often make it easier to find a viable solution to it.

When you know the exact nature of the problem, you shorten the time frame needed to find a solution. This reminds me of a story I was once told.

When does the problem-solving process start?

The process starts after you’ve identified the exact nature of the problem.

Homeowners love a well-kept lawn but hate mowing the grass.

Many companies and inventors raced to figure out a more time-efficient way to mow the lawn. Some even tried to design robots that would do the mowing. They all were chasing the solution, but only one inventor took the time to understand the root cause of the problem.

Most people figured that the problem was the labor required to maintain a lawn. The actual problem was just the opposite: maintaining a lawn was labor-intensive. The rearrangement seems trivial, but it reveals the true desire: a well-maintained lawn.

The best solution? Remove maintenance from the equation. A lawn made of artificial grass solved the problem . Hence, an application of Astroturf was discovered.

This way, the law always looked its best. Taking a few moments to apply critical thinking identified the true nature of the problem and yielded a powerful solution.

An example of choosing the right problem to work the problem-solving process on

One thing I’ve learned from tutoring high school students in math : they hate word problems.

This is because they make the student figure out the problem. Finding the solution to a math problem is already stressful. Forcing the student to also figure out what problem needs solving is another level of hell.

Word problems are not always clear about what needs to be solved. They also have the annoying habit of adding extraneous information. An ordinary math problem does not do this. For example, compare the following two problems:

What’s the height of h?

A radio station tower was built in two sections. From a point 87 feet from the base of the tower, the angle of elevation of the top of the first section is 25º, and the angle of elevation of the top of the second section is 40º. To the nearest foot, what is the height of the top section of the tower?

The first is a simple problem. The second is a complex problem. The end goal in both is the same.

The questions require the same knowledge (trigonometric functions), but the second is more difficult for students. Why? The second problem does not make it clear what the exact problem is. Before mathematics can even begin, you must know the problem, or else you risk solving the wrong one.

If you understand the problem, finding the solution is much easier. Understanding this, ironically, is the biggest problem for people.

Problem-solving is a universal language

Speaking of people, this method also helps settle disagreements.

When we disagree, we rarely take the time to figure out the exact issue. This happens for many reasons, but it always results in a misunderstanding. When each party is clear with their intentions, they can generate the best response.

Education systems fail when they don’t consider the problem they’re supposed to solve. Foreign language education in America is one of the best examples.

The problem is that students can’t speak the target language. It seems obvious that the solution is to have students spend most of their time speaking. Unfortunately, language classes spend a ridiculous amount of time learning grammar rules and memorizing vocabulary.

The problem is not that the students don’t know the imperfect past tense verb conjugations in Spanish. The problem is that they can’t use the language to accomplish anything. Every year, kids graduate from American high schools without the ability to speak another language, despite studying one for 4 years.

Well begun is half done

Before you begin to learn something, be sure that you understand the exact nature of the problem. This will make clear what you need to know and what you can discard. When you know the exact problem you’re tasked with solving, you save precious time and energy. Doing this increases the likelihood that you’ll succeed.

Step 2: What do you need to know?

All problems are the result of insufficient knowledge. To solve the problem, you must identify what you need to know. You must understand the cause of the problem. If you get this wrong, you won’t arrive at the correct solution.

Either you’ll solve what you thought was the problem, only to find out this wasn’t the real issue and now you’ve still got trouble or you won’t and you still have trouble. Either way, the problem persists.

If you solve a different problem than the correct one, you’ll get a solution that you can’t use. The only thing that wastes more time than an unsolved problem is solving the wrong one.

Imagine that your car won’t start. You replace the alternator, the starter, and the ignition switch. The car still doesn’t start. You’ve explored all the main solutions, so now you consider some different solutions.

Now you replace the engine, but you still can’t get it to start. Your replacements and repairs solved other problems, but not the main one: the car won’t start.

Then it turns out that all you needed was gas.

This example is a little extreme, but I hope it makes the point. For something more relatable, let’s return to the problem with language learning.

You need basic communication to navigate a foreign country you’re visiting; let’s say Mexico. When you enroll in a Spanish course, they teach you a bunch of unimportant words and phrases. You stick with it, believing it will eventually click.

When you land, you can tell everyone your name and ask for the location of the bathroom. This does not help when you need to ask for directions or tell the driver which airport terminal to drop you off at.

Finding the solution to chess problems works the same way

The book “The Amateur Mind” by IM Jeremy Silman improved my chess by teaching me how to analyze the board.

It’s only with a proper analysis of imbalances that you can make the best move. Though you may not always choose the correct line of play, the book teaches you how to recognize what you need to know . It teaches you how to identify the problem—before you create an action plan to solve it.

The problem-solving method always starts with identifying the problem or asking “What do you need to know?”. It’s only after you brainstorm this that you can move on to the next step.

Learn the method I used to earn a physics degree, learn Spanish, and win a national boxing title

• I was a terrible math student in high school who wrote off mathematics. I eventually overcame my difficulties and went on to earn a B.A. Physics with a minor in math
• I pieced together the best works on the internet to teach myself Spanish as an adult
• *I didn’t start boxing until the very old age of 22, yet I went on to win a national championship, get a high-paying amateur sponsorship, and get signed by Roc Nation Sports as a profession.

I’ve used this method to progress in mentally and physically demanding domains.

While the specifics may differ, I believe that the general methods for learning are the same in all domains.

This free e-book breaks down the most important techniques I’ve used for learning.

Step 3: What do you already know?

The only way to know if you lack knowledge is by gaining some in the first place. All advances and solutions arise from the accumulation and implementation of prior information. You must first consider what it is that you already know in the context of the problem at hand.

Isaac Newton once said, “If I have seen further, it is by standing on the shoulders of giants.” This is Newton’s way of explaining that his advancements in physics and mathematics would be impossible if it were not for previous discoveries.

Mathematics is a great place to see this idea at work. Consider the following problem:

What is the domain and range of y=(x^2)+6?

This simple algebra problem relies on you knowing a few things already. You must know:

• The definition of “domain” and “range”
• That you can never square any real number and get a negative

Once you know those things, this becomes easy to solve. This is also how we learn languages.

An example of the problem-solving process with a foreign language

Anyone interested in serious foreign language study (as opposed to a “crash course” or “survival course”) should learn the infinitive form of verbs in their target language. You can’t make progress without them because they’re the root of all conjugations. It’s only once you have a grasp of the infinitives that you can completely express yourself. Consider the problem-solving steps applied in the following example.

I know that I want to say “I don’t eat eggs” to my Mexican waiter. That’s the problem.

I don’t know how to say that, but last night I told my date “No bebo alcohol” (“I don’t drink alcohol”). I also know the infinitive for “eat” in Spanish (comer). This is what I already know.

Now I can execute the final step of problem-solving.

Step 4: What’s the relationship between the two?

I see the connection. I can use all of my problem-solving strategies and methods to solve my particular problem.

I know the infinitive for the Spanish word “drink” is “beber” . Last night, I changed it to “bebo” to express a similar idea. I should be able to do the same thing to the word for “eat”.

“No como huevos” is a pretty accurate guess.

In the math example, the same process occurs. You don’t know the answer to “What is the domain and range of y=(x^2)+6?” You only know what “domain” and “range” mean and that negatives aren’t possible when you square a real number.

A domain of all real numbers and a range of all numbers equal to and greater than six is the answer.

This is relating what you don’t know to what you already do know. The solutions appear simple, but walking through them is an excellent demonstration of the process of problem-solving.

In most cases, the solution won’t be this simple, but the process or finding it is the same. This may seem trivial, but this is a model for thinking that has served the greatest minds in history.

A recap of the 4 steps of the simple problem-solving process

• What’s the problem? There’s something wrong. There’s something amiss.
• What do you need to know? This is how to fix what’s wrong.
• What do you already know? You already know something useful that will help you find an effective solution.
• What’s the relationship between the previous two? When you use what you know to help figure out what you don’t know, there is no problem that won’t yield.

Learning is simply problem-solving. You’ll learn faster if you view it this way.

What was once complicated will become simple.

What was once convoluted will become clear.

Ed Latimore

I’m a writer, competitive chess player, Army veteran, physicist, and former professional heavyweight boxer. My work focuses on self-development, realizing your potential, and sobriety—speaking from personal experience, having overcome both poverty and addiction.

Follow me on Twitter.

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An Overview of 4-Step Problem Solving

Provides an understanding of the broad concepts of the 4-step problem solving process. it offers the critical elements and guiding questions within each step, features sample data sources, and incorporates checks for understanding throughout., course curriculum.

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Step 1: Goal Identification (Problem Identification)

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Step 2: Problem Analysis

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Step 3: Instruction/Intervention Design

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Step 4: Response to Intervention/Instruction

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Easy Problem Solving Using the 4-step Method

June 7, 2017  by  Jennifer Haury Category:  Guest Author ,  Management

At a recent hospital town forum, hospital leaders are outlining the changes coming when a lone, brave nurse raises her hand and says, “We just can’t take any more changes. They are layered on top of each other and each one is rolled out in a different way. We are exhausted and it’s overloading us all.”  

 “Flavor of the Month” Fatigue

Change fatigue. You hear about it in every industry, from government sectors to software design to manufacturing to healthcare and more. When policy and leadership changes and process improvement overlap it’s no surprise when people complain about “flavor of the month,” and resist it just so they can keep some routine to their days.

In a time where change is required just to keep up with the shifting environment, one way to ease fatigue is to standardize HOW we change. If we use a best practice for solving problems, we can ensure that the right people are involved and problems are solved permanently, not temporarily. Better yet, HOW we change can become the habit and routine we long for.

The 4-step Problem Solving Method

The model we’ve used with clients is based on the A3 problem-solving methodology used by many “lean” production-based companies. In addition to being simpler, our 4-step method is visual, which helps remind the user what goes into each box.

The steps are as follows

• Develop a Problem Statement
• Determine Root Causes
• Rank Root Causes in Order of Importance
• Create an Action Plan

Step 1: Develop a Problem Statement

Developing a good problem statement always seems a lot easier than it generally turns out to be.  For example, this statement: “We don’t have enough staff,” frequently shows up as a problem statement. However, it suggests the solution—“GET MORE STAFF” — and fails to address the real problem that more staff might solve, such as answering phones in a timely manner.

The trick is to develop a problem statement that does not suggest a solution.  Avoiding the following words/phrases: “lack of,” “no,” “not enough,” or “too much” is key. When I start to fall into the trap of suggesting a solution, I ask: “So what problem does that cause?” This usually helps to get to a more effective problem statement.

Once you’ve developed a problem statement, you’ll need to define your target goal, measure your actual condition, then determine the gap. If we ran a restaurant and our problem was: “Customers complaining about burnt toast during morning shift,” the target goal might be: “Toast golden brown 100% of morning shift.”

Focus on a tangible, achievable target goal then measure how often that target is occurring. If our actual condition is: “Toast golden brown 50% of the time,” then our gap is: “Burnt toast 50% of the time.” That gap is now a refined problem to take to Step 2.

Step 2:  Determine Root Causes

In Step 2, we want to understand the root causes. For example, if the gap is burnt toast 50% of the time, what are all the possible reasons why?

This is when you brainstorm. It could be an inattentive cook or a broken pop-up mechanism. Cooks could be using different methods to time the toasting process or some breads toast more quickly.  During brainstorming, you’ll want to include everyone in the process since observing these interactions might also shed light on why the problem is occurring.

Once we have an idea of why, we then use the 5-why process to arrive at a root cause.  Ask “Why?” five times or until it no longer makes sense to ask. Root causes can be tricky.  For example, if the pop up mechanism is broken you could just buy a new toaster, right? But if you asked WHY it broke, you may learn cooks are pressing down too hard on the pop up mechanism, causing it to break. In this case, the problem would just reoccur if you bought a new toaster.

When you find you are fixing reoccurring problems that indicates you haven’t solved for the root cause. Through the 5-why process, you can get to the root cause and fix the problem permanently.

Step 3: Rank Root Causes

Once you know what’s causing the problem (and there may be multiple root causes), it’s time to move to Step 3 to understand which causes, if solved for, would close your gap. Here you rank the root causes in order of importance by looking at which causes would have the greatest impact in closing the gap.

There may be times when you don’t want to go after your largest root cause (perhaps because it requires others to change what they are doing, will take longer, or is dependent on other things getting fixed, etc). Sometimes you’ll find it’s better to start with a solution that has a smaller impact but can be done quickly.

Step 4: Create an Action Plan

In Step 4 you create your action plan — who is going to do what and by when. Documenting all of this and making it visible helps to communicate the plan to others and helps hold them accountable during implementation.

This is where your countermeasures or experiments to fix the problem are detailed. Will we train our chefs on how to use a new “pop-up mechanism” free toaster? Will we dedicate one toaster for white bread and one for wheat?  

Make sure to measure your results after you’ve implemented your plan to see if your target is met. If not, that’s okay; just go through the steps again until the problem is resolved.

Final Thoughts

Using the 4-step method has been an easy way for teams to change how they solve problems. One team I was working with started challenging their “solution jumps” and found this method was a better way to avoid assumptions which led to never really solving their problems.  It was easy to use in a conference room and helped them make their thinking visual so everyone could be involved and engaged in solving the problems their team faced. 

Do you have a problem-solving method that you use at your worksite?  Let us know in the comments below. 

MRSC is a private nonprofit organization serving local governments in Washington State. Eligible government agencies in Washington State may use our free, one-on-one Ask MRSC service to get answers to legal, policy, or financial questions.

About Jennifer Haury

Jennifer Haury is the CEO of All Angles Consulting, LLC and guest authored this post for MRSC.

Jennifer has over 28 years learning in the healthcare industry (17 in leadership positions or consulting in performance improvement and organizational anthropology) and is a Lean Six Sigma Black Belt.

She is a trusted, experienced leader with a keen interest in performance improvement and organizational anthropology. Jennifer is particularly concerned with the sustainability of continuous improvement programs and the cultural values and beliefs that translate into behaviors that either get in our own way or help us succeed in transforming our work.

The views expressed in guest columns represent the opinions of the author and do not necessarily reflect those of MRSC.

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What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

• Identify the issue : Recognize the problem that needs to be solved.
• Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
• Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
• Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
• Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
• Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
• Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

• Brainstorming with others
• Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
• Analyzing cause and effect
• Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

• Creating a list of potential ideas to solve the problem
• Grouping and categorizing similar solutions
• Prioritizing potential solutions based on feasibility, cost, and resources required
• Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
• Decision-making matrices
• Pros and cons lists
• Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

• Communicating the solution to relevant parties
• Setting timelines and milestones
• Assigning tasks and responsibilities
• Monitoring the solution and making adjustments as necessary
• Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

• Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
• Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
• SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
• Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

• Generate a diverse range of solutions
• Encourage all team members to participate
• Foster creative thinking

When brainstorming, remember to:

• Reserve judgment until the session is over
• Encourage wild ideas
• Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

• 5 Whys : Ask “why” five times to get to the underlying cause.
• Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
• Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

• List your problem’s strengths, such as relevant resources or strong partnerships.
• Identify its weaknesses, such as knowledge gaps or limited resources.
• Explore opportunities, like trends or new technologies, that could help solve the problem.
• Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

• Write the problem in the center of a blank page.
• Draw branches from the central problem to related sub-problems or contributing factors.
• Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

• Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
• Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
• Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

• Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
• Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
• Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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The Kaizen Event: A Powerful Approach for Rapid Process Improvement

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

The Kaizen Event! Are you dealing with seemingly insurmountable inefficiencies in your organization? Perhaps you’ve tried various methods of improvement with limited success. Consider using the Kaizen Approach if you need a structured, effective, and quick approach to process improvement. This methodology, also known as a Kaizen event or Kaizen blitz, entails assembling a cross-functional team to address specific problems in a short period of time. These events, which are based on collaboration and rapid problem-solving, can revolutionize your operational performance, improving both productivity and profitability. The focus on employee involvement and the ability to deliver significant improvements quickly are the keys to it’s effectiveness.

Table of Contents

Are you tired of slow or ineffective process improvements within your organization? Are you looking for a quick and powerful way to improve your processes? Take a look at the Kaizen event approach.

The involvement employees who are closest to the process is critical to the success of a Kaizen event, as they can provide valuable insights and ideas for improvement. The event usually lasts a few days, and the team is expected to complete the objectives within that time frame.

The Kaizen event approach allows organisations to quickly identify and address the root causes of problems and inefficiencies by focusing on a specific process, resulting in significant and sustainable improvements. It also encourages teamwork, employee engagement, and a culture of continuous improvement.

Organizations can achieve rapid and meaningful improvements to their processes by implementing the events, resulting in increased efficiency, productivity, and profitability. Consider implementing the Kaizen event approach in your organisation if you’re looking for a powerful and efficient way to improve your processes.

What does Kaizen Mean?

Kaizen is a Japanese term that means “improvement” or “change for the better.” Kaizen is a business term that refers to a continuous improvement process that focuses on making small, incremental changes to processes and operations to improve efficiency, quality, and productivity. The Kaizen approach emphasises employee participation in the improvement process and encourages everyone to share ideas and suggestions for how to improve the process. The goal of Kaizen is to foster a culture of continuous improvement in which everyone is constantly looking for ways to make small changes that add up to big results over time.

What is the Kaizen improvement process?

A Kaizen improvement event involves a systematic approach to identifying, analysing, and implementing improvements to a specific process or area of an organisation. The following are the steps the basic steps for holding an improvement event:

Preparation and planning: Identify the process or area that needs to be improved, form a cross-functional team of employees, and collect any relevant data and information about the process.

Identify and analyse the problem: The team should collaborate to identify the problem or opportunity for improvement, as well as to collect data and information about the current state of the process. To understand the problem and identify the root cause, they should use tools such as process mapping, statistical analysis, and root cause analysis.

Create and evaluate improvement ideas: The team should create a list of potential solutions and improvement ideas and compare them to the identified problem and data.

Implement and test the solution: The team should choose the best solution and put it into action, as well as test and measure the results.

Standardize and sustain: After testing the solution and confirming the improvements, the team should document the new process and train employees on it. They should also develop a follow-up strategy to ensure that the gains are sustained over time.

It’s important to remember that Kaizen is a process of continuous improvement, and the Kaizen event is only the first step toward that goal. To foster a culture of continuous improvement, it is critical to hold regular Kaizen events and involve employees in the improvement process.

The 6 Steps to a Kaizen Improvement

The Kaizen Approach is a continuous improvement methodology. These steps can help you identify problems, find solutions, and create more efficient processes whether you work in manufacturing, logistics, or any other industry. Here’s how you do it:

Step 1: Identify Problem

Your first step is to identify the problem that needs solving. This is the foundation upon which the entire Kaizen cycle is built.

• Gather Input : Consult team members, stakeholders, or even customers to pinpoint issues.
• Use Data : Look at performance metrics to identify areas for improvement.
• Prioritize : Not all problems are equal. Use tools like the Pareto Chart to prioritize.

Step 2: Analyze Current Process

Understand the existing process to find the root cause of the problem.

• Map the Process : Use process maps or flowcharts.
• Collect Data : Use data to validate assumptions about the process.
• Identify Constraints : Look for bottlenecks or resource constraints that might be causing the issue.

Step 3: Create Solutions

Generate possible solutions for the problem.

• Brainstorm : Involve team members in brainstorming sessions.
• Evaluate : Use criteria like cost, time, and resources to evaluate solutions.
• Select : Pick the most viable solution(s) for further testing.

Step 4: Test Solutions

Implement the selected solution(s) on a smaller scale to test their effectiveness.

• Plan : Outline how you will conduct the test.
• Execute : Implement the solution on a small scale.
• Monitor : Keep a close eye on key metrics during the test phase.

Step 5: Measure and Analyze Results

Assess the effectiveness of the implemented solution.

• Collect Data : Gather post-implementation data.
• Analyze : Compare this data against the baseline data collected earlier.
• Review : Determine if the solution met its objectives.

Step 6: Standardize The Solution

If the solution is successful, standardize it for broader implementation.

• Document : Create a detailed process document.
• Train : Educate all team members on the new standardized process.
• Implement : Roll out the solution across all relevant parts of the organization.

After you’ve standardized your solution, the cycle doesn’t end. You return to identifying new problems, ensuring an ongoing process of continuous improvement.

What tools are used in a Kaizen?

Kaizen utilises a variety of tools and techniques to identify, analyse, and implement improvements to a specific process or area of an organisation. Some of the most commonly used tools are:

Process Mapping: A tool used to visually represent the steps and flow of a process, it helps to identify inefficiencies, bottlenecks, and potential improvement opportunities.

Statistical Process Control (SPC): A tool for collecting and analysing data in order to identify patterns and trends in a process. It assists in identifying and tracking specific problems as well as evaluating the effectiveness of improvements.

Root Cause Analysis (RCA) : A tool for identifying the underlying causes of a problem, it aids in determining the root cause of a problem and implementing solutions to address it.

Pareto Chart: A tool that displays the relative frequency of various problems or issues using a bar graph. It aids in prioritising the most pressing issues that must be addressed.

Fishbone Diagram (Ishikawa): A tool for identifying the causes of a problem, it aids in determining the causes and developing solutions.

Value Stream Mapping (VSM): A tool used to analyse and map the flow of materials and information in a process. It aids in the identification and elimination of waste, as well as the improvement of process flow.

5S: A tool used to organise and improve workplace efficiency; it helps to eliminate waste and improve process flow.

These are just a few examples of tools and techniques used in Kaizen, but there are many more that can be used depending on the problem and process being improved.

When should you use Kaizen to solve problems?

To solve problems when an organisation wishes to improve a specific process or area in a timely and efficient manner. The Kaizen method is especially useful when:

Kaizen is a focused approach that is best suited for addressing specific problems or opportunities for improvement.

The issue is having a significant impact on the organization’s performance: Kaizen can be used to address issues that are causing delays, defects, waste, or other issues that are affecting the organization’s performance.

The problem can be solved in a short amount of time, Kaizen events are typically held over several days, so the problem should be solvable in that time frame.

The problem requires the involvement of front-line employees: Kaizen events involve the participation of front-line employees, as they are closest to the process, and their input and ideas can be valuable.

The organisation wishes to foster a culture of continuous improvement, Kaizen is a method of fostering a culture of continuous improvement by encouraging all employees to share ideas and suggestions for improvement.

Overall, Kaizen is a powerful approach for solving problems and improving processes quickly and efficiently, but it should only be used when the problem is well defined and can be solved in a short period of time.

Who should lead a Kaizen Improvement?

A team leader or process owner who is responsible for the process being improved should lead a Kaizen improvement event. This team leader should understand the process, be able to organise and lead the team, and have problem-solving and process improvement experience.

The leader should also be able to bring people together and encourage all team members to participate. This person should be a good communicator who can motivate the team to work together and achieve the event’s goals.

It is also critical for the leader to be able to foster an environment in which team members feel comfortable sharing their ideas and suggestions. This can be accomplished by fostering a culture of trust and respect in which everyone is encouraged to participate in and contribute to the process of improvement.

Furthermore, the leader must have the support of senior management as well as the resources required to carry out the event, such as time and budget.

Example of a Kaizen Improvement

Here’s an example of a problem solved through the Kaizen process for a company that manufactures automotive components:

Problem: The company was experiencing long lead times for delivering components to customers, causing production delays and lost business.

Kaizen Event : To address this issue, a Kaizen event was held, involving a team of employees from the production, planning, and logistics departments. To identify the problem and its causes, the team used value stream mapping, statistical analysis, and root cause analysis.

Solution: After identifying the problem and its causes, the team generated and evaluated a list of potential solutions. Finally, the team decided on a solution that included implementing a pull-based production system, Kanban cards to manage inventory, and a just-in-time delivery system.

Implementation: The new process was put in place, tested, and the results were recorded. The team discovered that delivery lead times were significantly reduced, resulting in increased customer satisfaction and business.

Standardization and sustainability: After the solution was validated, the team documented and trained the employees on the new process. A follow-up plan was developed to ensure that the gains were maintained over time.

As a result of this Kaizen event, the business was able to significantly reduce lead times for delivery of components, resulting in improved customer satisfaction and increased business.

Starting a journey of continuous improvement doesn’t have to be intimidating or time-consuming. The Kaizen Approach allows you to make significant progress in process optimization in just a few days. By involving those closest to the process—your employees—you not only effectively solve problems, but you also foster a culture of continuous improvement. When a solution is standardized, the cycle does not end; it is a continuous loop that evolves for greater efficiency and effectiveness. The ability to quickly adapt and improve is invaluable in today’s rapidly changing business environment. So, if you’re looking for a powerful strategy to improve your organizational processes, it’s time to add the Kaizen Approach to your success toolbox.

Referfences

• Manos, A., 2007. The benefits of Kaizen and Kaizen events.   Quality progress ,  40 (2), p.47.
• Mika, G.L., 2006.  Kaizen event implementation manual . Society of manufacturing engineers.

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Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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The ultimate guide: how to use post-it notes for problem solving

We at Miro love post-it notes, actually, we are fans. Recently we were inspired by the book Rapid Problem Solving with Post-It Notes written by David Straker. In this post we explain how to use online post-it notes for problem solving and focus on the methods described in the book: Post-up, Swap Sort, Top-Down Tree and Information Map.

Read our fresh post on how to improve your brainstorming sessions with better techniques, tips and rules.

Use your Miro post-it notes and creativity and go ahead!

• Problem solving part 1. Step-by-Step guide for post-up in Miro

The first technique we are focused on is called Post-up, it provides methods for getting information into chunks. Post-up is based on four methods – Brainstorming , Brainwriting , Nominal group technique and Crawford slip method .

The Post-up method works in several dimensions. First, it allows people to work simultaneously, thus speeding the session and getting everyone engaged at once. It also gets people emotionally engaged as they are writing their own ideas rather than have other people write or interpret them.

Posting up one idea at a time by person ensures equality through the team and also allows that each idea is considered by all team members.

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Step 1. define the problem.

First of all, you should decide about what are you trying to solve and make the problem visible for everyone. Use text tool and type your session goal. Let’s take ‘How to make an app better’ as the example.

Step 2. Make special sections on your board

Divide your board into several parts using shapes , icons , and text tool :

–      Help section for Goals, Constraints, Idea Stimulators. Write them down before the start (we made it grey on the left).

–      Participants section – special individual zones where people can post their notes during the ideation process (green section in the middle, divided into 4 parts for 4 different people).

–      Workspace for the best ideas (yellow section on the right side).

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Step 3. invite your team and explain the rules..

Invite your team to the board. The simplest way is to use “Share with the team” feature (if you have a Team account ). Another way is to send them invites via email or add from friends list.

Tell them how to play:

–      First, let people see the Goal and explore the help section.

–      The only tool they should use is Post-It (key 7)

–      Each post-it note should contain only one idea.

–      Use color coding – blue post-its for facts, yellow for opinions, pink for assumptions.

No credit card required.

Step 4. Writing of ideas

Give your team some time to think and brainstorm individually (approx. 7-10 minutes, if you think they need more – give them more). They should not at this time stick their post-its to the common workspace.

Step 5. Post up ideas

The team then posts up their ideas on the ideas workspace. A good way of doing this is to have each person take turns to post one – the most valuable – idea.

If any idea triggers other ideas for anyone in the team, they can write them on more post-its and add them to their individual section. When all ideas are posted, then you can also use other creative methods to generate even more ideas (we put it into comment section).

• Problem solving part 2. Step-by-step guide for Swap Sort in Miro

This part is devoted to the next technique – Swap Sort, which is based on Bubble sort , Paired comparison and Prioritization matrix . Swap Sort is extremely useful when you need to put a set of ideas into priority order.

Use it only when you have relatively few items to prioritize (not hundreds, really). If too many, it may become a trouble. You can try Post up or other techniques to identify ideas for prioritization.

We always make decisions by comparing and contrasting. Taking two items at a time, as in this swap-sort creates focus and attention on just those two items, making decisions as to which is more important easier.

The pattern of repeated comparisons and exchanges comes from computing, where it is known as a ‘bubble sort’. Swap sort takes the same concept and brings it to the board with post-its.

Step 1. Identify the problem

First of all, explain your team what problem you are trying to solve. We’ll take the previous case devoted to the app improvements.  Now our goal is to decide what will be the order of the selected improvements. Take a look at the picture below.

You can continue working on one of your brainstorming boards or use your offline brainstorming results.

Use text tool , shapes , icons and anything that will help you to visualize. You should have the following spaces:

–      Help section with the goal and criteria.

–      Preparation zone where you put the all the ideas written on post-its.

–      Workspace for swap sort and final results.

Step 3. Identify the criteria

Identify the criteria that you are going to be using to prioritize. These should be relatively few. One is just fine. Three is ok. Five is rather a lot.

Write them on Post-it notes and put these into priority order (use help section), using a ‘mini’-swap-sort. Then reference these for every comparison exchange.

Step 4. Invite collaborators

If you had a brainstorming session already, you can continue to develop the ideas and concepts with the same people or invite independent experts.

Use chat or video/voice chat (if you have Team or Pro account) if your team works remotely.

Step 5. Pairwise swapping

Write the items that you want to compare on Post-it notes. Shuffle them so they are not in any ‘leading’ order, then place them out in a line (vertically is often the best, though a horizontal line is just fine).

Now take the first two items and compare them. If the higher one (in a vertical setting) is more important than the lower one, then swap them.

Then repeat this comparison and possible swap with the second pair, third pair and so on until you get to the bottom. Put the result on the right.

Don’t use color coding or post-its of different size in order to avoid misunderstanding or wrong prioritization.

• Problem solving part 3. Step-by-step guide for Top-down Tree in Miro

This part is devoted to the next problem solving technique – Top-down Tree. This method is based on Tree Diagram , Why-Why Diagram , How-How Diagram and Process Decision Program Chart .

Top-down trees are used to break problems down into constituent parts with increasing levels of detail and are useful when the problems is fairly well known at a broad level, but complex. So, this technique works well when the nature of the problem is unknown and you need to find more details to solve it. Top-down tree is well-structured, that’s the distinctive feature of the method.

• Short glossary

Node – a tree element (one post-it in our case)

Root – the starting node

The names of relationships between nodes are modeled after family relations:

• A node’s “parent” is a node one step higher in the hierarchy (i.e. closer to the root node) and lying on the same branch. “Child” is lower than parent.
• “Sibling” (“brother” or “sister”) nodes share the same parent node.
• A node’s “uncles” are siblings of that node’s parent.
• A node that is connected to all lower-level nodes is called an “ancestor”. The connected lower-level nodes are “descendants” of the ancestor node.

How to visualize trees – different approaches

We consider five of them for top-down trees – top-down, star, comb, right to left and fishbone. Take a look at them.

Step 1. Define the goal

First of all, think about the problem you are trying to solve and invite the participants. As you can remember from the previous posts, we are trying to find out how to improve the app. The goal of this brainstorming session will be to define the key factors, which affect the app popularity among users.

Step 2.  Make special sections on your board and prepare the questions

Use text tool, shapes, icons and anything that will help you to visualize your sections on the whiteboard. You should have the following spaces:

–      Help section with the goal and questions.

–      Preparation zone where you put the all the ideas written on post-its

–      Workspace for top-down tree and final results.

Step 3. Write the key question on the root post-it note

Use the goal from the first step to identify problem. For example, in our case the problem may be “people don’t use our app for entertainment”. Write the problem on a post-it and place it on your workspace.  This will be the root node, and all the others will be children.  We have chosen the top-down structure and put the root node on the top.

Step 4. Define children nodes

Ask the questions from the help section to identify the children and write them on post-its. You can initially put them on idea wall.

Step 5. Link the nodes

Link the nodes (parents and children) between each other and define families. Now you will be able to see the whole tree structure.

Step 6. Check the whole tree

When you finish the work on your tree, check if it is complete (it answers every question from the help section), clear (relationships between parents and children are obvious), and useful (helps to achieve the initial goal).

Analyze the results and add necessary comments/decisions.

Problem solving part 4. Step-by-step guide for Information map in Miro

We have already reviewed 3 useful methods – Post-up, Swap Sort and Top-Down Tree, which are great for generating ideas and prioritizing them. Now we will talk about Information map. This method is based on Relations Diagram , Mind Maps , Entity-Relation Diagram and State-Transition Diagram .

• How it works

Information map is useful when you need to find interrelations between different elements. Use Information map when you know (or at least suspect) that different elements have interconnections between each other. This tool is extremely useful during creative sessions when you have no strict structure and need to connect the dots.

Information maps can reflect not all the possible interconnections, and in order to discover some hidden but important things you should act consequentially asking the questions which will lead to the goal. Note that maps are not so well-structured as trees.

When you are building interrelations, consider some important points you can face with:

• Chain of post-its with one arrow between each node . This means that the elements have straight connection, and if you exclude the first one, the last will never happen.
• Bottleneck. If one post it has a lot of ‘input’ arrows, and only few of ‘output’ arrows, this means you have a so-called bottleneck, which potentially may cause incidents.
• Source . Post-its which have only output arrows are called sources (these can be information sources, suppliers, etc.)
• Stocks . These are post-its that have only input arrows (i.e. information stocks).

First of all, think about the problem you are trying to solve and invite the participants. As you can remember from the previous posts, we are trying to find out how to improve the app. The goal of this brainstorming session will be to understand the connections between app updates growth of popularity.

Step 2. Define the principles

What question will you use to find related elements? Note that the question should contain a verb, which will describe the characteristics of relations (i.e. induce, connect, improve etc.). Our question is “What factors affect the growth of app popularity?”

Step 3.  Make special sections on your board and prepare the questions

Use text tool, shapes, icons and anything that will help you to visualize your sections on the board. You should have the following spaces:

–      Workspace where you put the all the ideas written on post-its

–      Zone for information map and final results.

Step 4. Find the root post-it

Find the root post-it and put it in the center of your workspace. In our case the root will be ‘Growth of app popularity’. Use another color or mark-up tools to make this post-it special and visible.

Step 5. Find interrelations

Start asking questions to find from the Step 2 to find the related pieces of information. When you collect some, place them around your root post-it note.

Step 6. Repeat the previous step to find more post-its

Repeat the previous step to find more related elements asking the question from step 2. Place the new elements around related post-its. Leave enough space between post-its to add links between them.

Step 7. Add arrows (links) to show the connections

When you are finished with the post-its, add links between them (use the Link tool on the tools panel below. If you see that the elements don’t have straight connection, but one affects another, use another type of the link.

Step 8. Check the map

Check the whole map, review the connections, correct if necessary and be ready to make decisions.

Well, now aftre we have revised for ultimately effective ways to use post-it notes for problem solving, hope you are inspired enough to practice it and solve your problems using Miro’s visual workspace. Don’t forget to  invite your team and conduct a real-time brainstorming session to make your problem solving 100% effective.

Miro is your team's visual platform to connect, collaborate, and create — together.

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• Problem solving part 4. Step-by-step guide for Information map in Miro

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4 Step Rapid Problem Solving – Skill Level 1: Knowledge

Process – rapid problem solving, what are the key aspects to rapid problem solving.

Process Teach Point Video

Key Learning Points

Key Learning Points from Video

1. “Go and See” at the workplace – grasp the real situation.

2. Use a Structured Scientific Method – not guessing. In Rapid Problem Solving it is 4 Steps.

3. Follow Plan – Do – Check – Act an approach of rapid trials and tests to prove out theories and learn.

4. Take a step towards where we ultimately want to be (One problem at a time.)

4 Steps of Rapid Problem Solving

1. Concern – This is where you define the Gap you want to close and clarify the Problem to Pursue.

2. Contain – Can we stop the problem now! A temporary fix to stop the bleeding like a band aid.

3. Cause – Find the Direct Causes and hence the Root Causes using 5 Why Analysis.

4. Countermeasure & Confirm – Implement Countermeasures to confirm that the Gap is closed.

The Fundamental thinking for Problem Solving is Plan-Do-Check-Act ( P D C A )

Problem Solving Framework

Types of Problems

Not one size or problem solving approach fits all as there are different Types of Problems.

Art Smalley’s Book describes Four Main Types of Problems as:

Type 1 = Troubleshooting

Type 2 = Gap from Sta ndard

Type 3 = Target Condition

Type 4 = Open Ended

If we understand the types of problems, we stand a better chance of applying an appropriate process to “solving” them. Thus we avoid the issues in the famous quote from Abraham Maslow, “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.”

Most business problems fall into four main categories (see the diagram below), each requiring  different thought processes, improvement methods, and management cadences:

Before using a method to solve a problem you need to understand what type of problem you are trying to solve.

Need to consider the Type of Problems, their Properties, the Analysis required and Level in the organisation.

Otherwise you waste time and resource.

Problem Solving Methods

Reacting to an unexpected event – For Type 1 Troubleshooting

Typically lots of them in the day, easy to fix quickly and you don’t need to analyse them so much.

Like changing a flat tyre or putting out a fire, you just fix it now! Everyone can do this. Like reacting to Andon cord pulls on a moving assembly line.

A 4 Step approach based upon the fundamentals of: Concern, Contain, Cause, Countermeasure & Confirm to tackle one off or step change type gaps in the workplace (Type 2 & 3).

Generally taught by functional and team leaders to natural work teams

Problem solving thinking captured on a quadrant chart. Uses the 7 Problem Solving tools to support fast but structured approach to problem solving, designed for first line leaders – not experts or after extensive training. Simple visual tools are used to capture the thinking.

An 8 step problem solving approach taking the Rapid method further. For current and longer term business issues requiring more analysis to get to the root causes.

For Type 2 & 3 mainly although thinking way helps considerably with Type 4 problems.

Some problems need a little more time and deeper thinking in order to solve them. The root causes and countermeasures are not that straight forward or immediately obvious as in Rapid for example. Uses the 7 Problem Solving tools to support logical thinking.

Performed by Leaders and functional Specialists typically. A3’s are used to summarise the thinking, capture the story and share the learning.

React, Rapid and Practical can be used to tackle most problems encountered within the organisation ~ >90%.

Used for innovative problem solving to seek out new solutions. Achieves radical improvement, often a new product, process, system or value for the customer well beyond current levels.

Many different methods can be used but usually technical or specialist knowledge is required. These are infrequent, hard problems to solve typically.

For use on problems often with multiple drivers in play. Experimentation may be needed to learn and understand what is happening and what is needed.

Can take some time and deep analysis but the results can be a step change in performance.

“Organisations and individuals at all levels fall into this trap of having one primary or standard way of solving every problem,” said Smalley, who learned problem solving at Toyota’s historic Kamigo engine plant from Harada-san.

Why Start with Rapid Problem Solving?

• Rapid Problem Solving is a proven method based on Toyota’s approach for developing people to solve problems.
• Rapid Problem Solving enables Team leaders and members to tackle most of their current and near term performance and improvement challenges in their areas.
• Once you have mastered Rapid Problem Solving, it will prepare you well to eventually progress and tackle more complex, medium, longer term business issues using the A3 8 Step Practical Problem Solving approach.

In the “Skill Level 2” course you will gain a deep Understanding of the 4 Step Rapid Problem Solving Method and learn how to visualise your problem solving story onto an A 4 Quadrant Chart.

Now move onto the next Topic .

Five steps for effective communication

Communication can be a challenge for leaders at any level, but it doesn’t have to be. Follow this simple five-step process for clear messaging success.

Communication is an essential skill for leaders. It’s a key ingredient to building trust, fostering teamwork and clarifying direction. 

Unfortunately, many leaders don’t do it well. Why not? Part of the challenge is that managers communicate so often (and so informally) they forget to focus on the needs of the audience and employ the basic principles that foster overall effectiveness in leadership communication. 

The good news is with a little effort and a smidgen of structure, leaders can significantly ‘punch up’ their messaging in ways that will improve overall receptivity and understanding. To do that, follow these five simple (and sequential) steps:

Step 1: Clarify

The first, and arguably most important, element of effective communication is clarifying why you’re sending the message you're planning in the first place. 

Are you trying to persuade a group of employees to work the weekend? Convince senior leaders to adopt your plan? Explain the reasoning behind a major policy change?

The specific reason isn’t as important as just having one (although a good one is advisable). Without a clear purpose, developing an effective message will be difficult.

Step 2: Consider

After you’ve taken the time to clarify the reason for your message, you’ll want to understand what your audience’s state of mind is as well as what their needs are. 

This step is often overlooked by message-givers to their detriment. Without a firm grasp on the audience’s wants and needs, you risk communicating something that either doesn’t resonate or worse, is interpreted unfavorably — neither outcome will advance your purpose, in fact, they could undermine it. 

Be sure to take steps to understand what’s going on inside the minds of your audience before you craft your message.

Step 3: Create

With both purpose and audience understood, you’ll want to move to message creation.

Regardless of whether your message is given verbally or in writing, be sure to hit on three key elements that have formed the basis of effective communication since antiquity: 

• Ethos: Your character and credibility as the message-giver
• Pathos: Your empathy for your audience (see step 2)
• Logos: The logic or fact-based aspect of your argument. 

Think of these three elements as legs of a stool — with them, your message will be sturdy; without them, you’ll topple over.

Step 4: Choose

Before you reach for the keyboard, ask yourself if the channel you’ve chosen to send your message will be the most effective.

Chances are there’s a more efficacious channel (or channels) through which to send your message. Some mediums, like email or blog posts, are easy to create and can reach a wide range of recipients, but don’t provide much context. These are known as lean channels. Others, like face-to-face meetings or phone calls, reach fewer people but do so with greater impact. These are referred to as rich channels. Effective communication often requires a mix of both. Regardless of which ones you choose, do so with the forethought of maximizing your impact.

Step 5: Convey

Unsurprisingly, the final step (and remember, it took a while to get here!) is conveying the meaning behind your message. With the preceding four steps done well, the likelihood of generating a favorable outcome increases significantly. Just be sure to avoid making the last step — Convey — be the first one in your communication process. Otherwise, it may be back to the drawing board, and as highlighted at the start, to Step 1.

Communication can be a challenge for leaders at any level, but it doesn’t have to be. The five steps discussed provide an easy to follow recipe for clear messaging success. Keep them in mind (and in front of you) when you’re getting ready to send your most important missives. Your audience will be glad you did.

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