« Nonprofit Startups and the Power of Bartering | Home | Creative Problem Solving: The Reverse Psychology Method »
Do You Have a Problem?
By Lorna Doone Brewer
If there’s anything nonprofits are good at, it’s solving the big problems. Hunger. Disease. Inequity. There are thousands of mission statements that directly address our commitment and approaches to solving these very problems.
But, what about the smaller problems we face on a daily basis? What about things like paying the rent or fielding bids for the next mailing or organizing a fundraiser from start to finish?
Every day organizations face a number of problems, and it takes creative nonprofit professionals to face and solve them all. Of all the abilities necessary to successfully run a nonprofit organization, problem solving skills are some of the most important.
In this series of posts, we will be talking a lot about creative problem solving. Check back as we take a look at a few methods you may not have considered.
Defining a Problem
Today we begin with the most important step: determining whether or not there is a problem that needs to be solved.
Sure, it sounds obvious, but far too often someone will perceive a problem where none truly exists. In his book How to Make Collaboration Work, David Straus of Interaction Associates defines a problem as “a situation that someone wants to change.”
We need to take this a step further, however. For example, just because I feel that I should have a personal assistant to pick my kids up from school while I’m busy running my nonprofit organization doesn’t mean that there’s truly a need for it. If I were to ask other staff members of the organization if getting my kids picked up was a problem, they’d likely say “no.”
So, how do you decided if a problem truly exists for your organization? Ask! While problem solving is an extremely important skill in running a nonprofit, there is no ability that is more important than communication.
Start by identifying who the “stakeholders” are in the situation. Let’s say that you perceived a problem (or a situation that needs changed) with your office. Maybe you are worried that some of the other employees feel slighted because they have cubicles instead of separate office spaces. Solving this problem would likely be an expensive endeavor, so you want to ensure that it is necessary before making a change.
Who would the stakeholders be in this situation?
- The employees – This pertains to all employees, not just those who would get offices. After all, everyone would have to pack up and move, and simple things like driving time to a new office might constitute more of an inconvenience than a benefit.
- The clients – Would a major move cost so much that you would be less able to offer your services, or would it make you so much more productive because departments wouldn’t be tripping over one another?
- The property owner – If the owner knew you were considering a move, maybe he or she would want to invest in remodeling the existing space to keep your organization there.
- Finally, don’t forget to ask those directly affected. It’s possible that they prefer working in an atmosphere where they can easily collaborate without the obstacles created when office doors can be closed.
By offering each of these stakeholders a voice in the decision, you are benefitting the entire organization in two ways. First, you may discover that there really is no problem and save quite a bit of time, trouble, and money that could be better utilized. Secondly, if a change does need to be made, this has been determined as a group; and this creates much more buy-in and support for solving the problem.
Topics: Internal Issues, Problem Solving |