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Problem solutions are presented, improved where necessary, approved and
implementation is begun at once. By starting the process of implementation by
whatever means it is made clear that the process will be fully in place and that
subsequent implementation of the idea will meet only with minor problems, if any,
that will be easily overcome. As a result the team further build the psychological
groundwork for success.
The “rough” idea is refined, agreed and the implementation process is
planned. Enthusiasm, motivation and confidence are all at their height. The chances
of successful implementation are enormously enhanced. All that needs to be done is
to establish the time frame, authority levels, responsibilities for specific outcomes,
support requirements from beyond the group, the communication process and
audience(s) and the idea is a virtually trouble-free reality.

n Do we involve people intelligently in ideas or do we either work
purely top down?
– Conversely do we have an unstructured “let my people go”
attitude to empowerment?
– Why do we act as we do?
– Is it the best way, not merely to get things done, but to get
things done well?

n Could we adapt and adopt the FedEx approach in part or in its
entirety?
– Should we?
– Is there a better way, more appropriate to our people, that
allows the task to be done in the business situation we are in
right now – after all, we are not FedEx?

n Should we be building toward a better approach for the future?
n How will we introduce change while respecting our people’s

aspirations, our customers’ needs and desires, our current and
attainable technology, the economic and business situation,
competitive activity and the expectation of all our stakeholders?
n What would be the cost saving in making new ideas work first time
most times?

The three key problem-solving tools

There are many problem-solving tools. Some have withstood the course of
time and have given great service in a wide range of conditions. Some have
become so favoured that some of us try to squeeze every problem into the
mould of our particular favourite. Problems fall into three basic categories

116 Key management questions