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analyzed and packaged for its use in the problem-solving. It is often
helpful to include drawings, sketches, and graphs to more clearly
demonstrate the information in a more meaningful way, especially with
respect to quantitative data.

Step 3: Specific Actions

It should be acknowledged that it isn’t always possible or feasible to

determine the cause or causes of the problem, or to do anything about
them. Clearly, not all causes are controllable by the organization or
correctable. Pursuit of solutions to problems that are outside of the control
of the organization is a waste of time and resources.

If it has been clearly determined that the organization is in a position to
address the causes for a particular problem, then the desired end result
should be the solution of the problem. In that case, the search for solutions
should be the primary focus. Even if there is an understanding of the
cause, that doesn’t have much meaning if nothing is done to change the

situation and advance new solutions. This is the task of the effective leader
or leaders of the organization: innovate and invent new ways of achieving
improved results on a cost-effective basis.

Frequently, brainstorming by a knowledgeable team of professionals and

volunteers can generate a list of possible actions that can be taken to
address the problem. Facilitating this process of generating ideas is a
crucial leadership skill. As is true of all brainstorming, a number of
alternative actions or solutions should be generated before evaluating any
of them. The question is what could we do to address the problem, not
what should we do, which implies some level of analysis. These actions
should be solutions directed to the problem and its possible causes rather

than merely a list of typical organizational activities.

David Kolzow 198