How to EAT an Elephant

"Resolving Complex Problems is a way of life: Read a new take on How to eat an Elephant"

In a meeting one day, a question we have all heard was asked. How do we eat this elephant? It was accompanied by the common response. One bite at a time. Hearing the answer, at that moment, felt inadequate. We were working on a complex problem. The problem required both immediate action and a long-term solution. Tensions were high. The outcome directly impacted the bottom line. Although we were starting to see improvement, we continuously crossed the line between critical thinking and criticism.

It seemed we were heading in the right direction, but it did not feel like it. A portion of our meetings was dedicated to rehashing things going wrong instead of focusing on implementing improvements. The question How do we eat this elephant was asked more out of frustration than anything else. We were focused on the problem more than the potential solutions.

After the meeting. I wanted a more complete answer. How do we eat this elephant? One of the things people often come to me for is solving complex problems. I took some time to think about how I navigate complex problems and identify solutions.

Before digging into the steps let’s start with a definition of an elephant.

An elephant is a problem with a direct impact on the success of the company.

This overall process will work on all types of problems. The team size may vary, and people may serve in multiple roles. However, if the problem does not have a direct impact on the company’s success. Is it really an elephant? I have experienced companies with a firefighter culture. Everyone is trained to respond to alarm bells. Therefore, all problems, to get attention, must come with alarm bells. This is a very exhausting way to run a business and explains why burn out and employee dissatisfaction is a chronic problem in US culture. If the problem does not have a direct impact on the success of the company then it is just a part of being in business and should be treated as such.

Below you will find this 8-step guide on how to eat an elephant. I hope this helps you, when faced with a big problem.

Step 1: Form the Hunting Party (Form the Team)

A good hunt requires a solid hunting party. The hunting party must include people with the right skills. The party should include a:

• Guide

• Tracker

• Sharpshooter

• Supply clerk

• Client

The Guide (facilitator) knows where all the pitfalls are when hunting a complex problem. They are experts at navigating complex problem-solving landscapes and potential mind fields. The guide keeps the group safe and productive.

The Tracker (Subject Matter Expert) understands the nature of the problem. They have experience in the subject matter. They know how to identify where the problem exists, keeping us from following the wrong tracks. Depending on how widespread the problem. We may need more than one tracker to help find the source of the problem. A good tracker can save the group time and effort. Plus, having more than one tracker can help us avoid any bias from one tracker.

The Sharpshooter (Project Manager) knows how to get things done in an efficient way.

The Supply clerk (often the highest-ranking person in the group) has the authority to distribute resources to the hunt. This person ensures the hunting party has all the resources necessary to perform the hunt.

The Client is a person or group of people paid to gain entrance to the group. These are the people directly affected by the problem and have a vested interest in seeing the problem resolved.

A person may fill more than one role in the party but should not hold more than two. The idea here is to put effort in deciding who should work on finding the problem. The party should be no more than 10 people. A manageable size.

Step 2: Begin the Hunt (research the problem)

The goal is to gain a full understanding of the problem and root cause. Because of our nature of quick fix, we tend to get trapped addressing symptoms. We do not practice the patience of digging deep into a problem. It has been my experience, although time consuming, resolving the root cause is more effective and often easier than addressing symptoms. This phase takes the most patience. A hunt can go on for days without ever seeing the prey. We know we are in the right area, evidence we are getting closer. We have not seen exactly what we are seeking. Then we move to a different hilltop and below us in between 4 trees. We spot our elephant.

Step 3: Kill (Set the goals for the process)

We have found our root cause now it is time to take the shot. The sharpshooter, the one that knows how to get things done effectively, goes to work. The sharpshooter helps set the goals for the group working with the supply clerk to ensure we have all the resources we need to execute the plan. When the group is confident, we have identified the root cause. The problem dies. This is the last time we discuss the problems in its entirety. We cancel out the noise. No more finger pointing. Rehashing how bad the problem is stops. We are now focusing on one thing, Implementing the solution. to the problem. It is all about taking the most effective shot at solving the problem.

It is important to mention, this does not mean we ignore the problem nor those responsible. On the contrary, it is important that the problem is fully analyzed, and the cause of the problem is found. This also does not mean, anyone escapes accountability. If it is found that the source of the problem is neglect by a person, there should be consequences for their actions. However, to continuously rehash the issue is demoralizing and lowers the energy level of the team. There is a fine line between being critical and criticizing.

At the completion of this stage, we have a clear set of goals, and we have a list of resources we need. Everyone is starting to look forward to the meal and not backwards to the problems.

Step 4: Prepare (Plan the work to be done)

We have a set of goals defined. We all agree to start looking forward, not backward. We start asking questions like:

What parts of the elephant do we want to eat first?

What parts of the elephant should be discarded or preserved for later consumption?

Who should we invite to the dinner party?

How much to eat at a time?

As the questions above imply. The elephant does not have to be eaten all at once. This is the traditional answer of one bite at a time. However, it is more in-depth. Some of the elephant can be discarded. There may be parts not workable and that is ok. This could be related to constraints or impediments beyond the team’s control. A portion of the elephant can be preserved for later. The resources available may dictate what can be achieved at each stage. The point is to further clarify our objective, prioritize our efforts and move forward.

The group should prioritize early wins and the most impactful benefits to the organization. It is important to experience early wins. Early does not mean fast wins. It means get to a win as quickly as possible but do not rush it. It sets the tone for the whole project. The meal should be planned to work in small intervals with a clear definition of what is finished and leave room for dessert. Be sure to bring along enough of the right people to make quick work of the meal. Quick does not mean fast, it means as efficiently as possible. No one ever said you had to eat the elephant alone. Prepare the first dinner and begin.

One thing to note when planning the dinner party. The people that participate in the dinner party may be different from the people in the hunting party. The hunting party is composed of specialists in finding problems.

Step 5: Have the Dinner Party (Start the work)

Everything has been identified, acknowledged, planned. Start working the plan. The one key factor here is to keep working the plan. We often are not 100% sure the plan is 100% correct. That is ok at this stage. The key is action. Start momentum towards achieving the goal. We can make adjustments while we begin the meal. Be sure to have salt, pepper and maybe a sauce or two on the table to allow for adjustments.

Step 6: Clean the plate (Finish the work)

One may think cleaning the plate is a part of the dinner party. Why would I make this a separate phase? We tend to have short attention spans and when dessert is around the corner we may try to skip ahead. Another important step. Just as important as starting the meal, we need to finish the task. Planning should take this into consideration and invite enough people with the right appetites (capacity) to complete the meal in one sitting. Without these projects, people tend to lose direction, people get full and sleepy. This can prove debilitating to a team. I often find when the pain is relieved just a little bit, people relax and start returning to normal activities. This in my opinion is one of the worst things that can happen while eating an elephant. Remember we still have pieces in the refrigerator and freezer for our next meal.

Step 7: Have a little dessert (Recognize the progress)

After each successful dinner an acknowledgement of the accomplishment to date. Focusing on the positive outcomes tends to move teams forward to the next meal. This also provides time to relax and reflect. In addition, it provides a mental break to the participants allowing them to recharge. We tell the stories about the hunt and the dinner. The lessons we learn. The things we really enjoyed. The things we would like to try differently next time. One thought on acknowledgment. It does not have to be a grand gesture. Sometimes it is about doing the little things that make all the difference. A simple I see you is greatly appreciated at this stage. This does a few things: it shows the group of people working on the problem they are appreciated. It also focuses on the positive instead of the negative. Again, this does not mean ignoring the negative. It is the negative that brought the group together. But it is the positive that will get the group to a solution.

Step 8: Plan the next meal: (Reevaluate the situation and repeat prepare the next meal)

When that meal is complete and we have had our dessert, it is time to plan the next meal. If you recall the elephant is a big problem that is negatively affecting the company with financial implications. Just because we stored a part away for later, does not mean we leave it there for a long period of time. We should start planning our next meal and begin the next cycle. Until the entire problem has been resolved.

At the end of the day

Eating an elephant is more than possible; it is highly achievable. Find the right people with knowledge and authority, identify the root cause, determine an action plan, prioritize the plan, work the plan, review and acknowledge the results, revise the plan and have the next meal until all our satisfied with the results.

Enjoy the meal.

Until next time.

This article was originally posted on Linkedin.com and Medium.com Moving to personal blog site.