Complex Problem Solving

 
 
The Aristotle Model™ for Complex Problem Solving

Problems, both singular and reoccurring, can be the most disruptive and destructive forces a company faces. We can't escape them. There also seems to be both an endless supply and variety of them as well. However, even though “problems” are as damaging as they are prevalent there have been very few systems created that provide organizations the tools to methodically and effectively identify and resolve them.

This is why the Aristotle Model for Complex Problem Solving was created.

If handled well, problems become invaluable teaching tools as the organization shortens its learning curves, gets more seasoned and becomes proficient at solving them quickly and thoroughly. However, if handled poorly they are devastating to an organization's profitability; they destroy company morale and put the organization's long term success in jeopardy.

Because of the stress associated with “problems” there is often a lot of energy, angst and pressure surrounding the handling of them. Yet most organizations already possess the capabilities and combined knowledge to successfully solve problems that arise in a relatively short time frame. And any missing pieces can be supplemented with either a phone call or a conversation with a colleague or an outside professional that is on your team. But information and insights are only the raw materials of a problem solving process. It is what one does with those raw materials that really defines how quickly issues get solved and progress is re-established.

The Aristotle Model for Complex Problem Solving combines two methodologies into a single process. The first step is taken from the innovative problem solving methodology Aristotle developed which insures the proper people are involved; the proper focus is maintained and the root of the problem is uncovered and dealt with as opposed to dealing with surface symptoms.

The next component, Anticipated Impact Mapping™, is a proprietary process that assesses and maps the ripple affect of potential decisions in order to insure that one department's solution does not become another department's problems. The overlapping of the Anticipated Impact Mapping component insures that the impact of each potential solution is understood and measured prior to being implemented. This results in an actual lessening of problems across the organization and not just a redistribution of them.

By combining Aristotle's methodology with the Anticipated Impact Mapping process a Leadership Council can convene, explore, assess and act to solve complex problems more quickly and thoroughly than ever.

So if you are presently dealing with a nagging issue or simply want to learn the process in anticipation of your next one call us. Once your organization learns this process you will no longer wonder what to do when problems appear.

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