What, Why, and How

Most problems facing modern organizations are too complicated for solo solvers. We address them as groups, and sometimes groups encounter difficulties. Group problem solving is something most of us learned by doing — few have trained for it, and those who did have learned different methods. Today's shrunken training budgets provide little aid, and we have little time for training anyway.

"What, Why, and How" is a simple structure that can help. When we use it to explore the problem and its candidate solutions, it guides the discussion and helps avoid those frustrating loop-de-loops. Here's how to apply it (possibly iteratively) to clarify the problem.

What

Work together to write a clear statement of the facts of the problem. No excuses or explanations — just facts. Example: We were scheduled to finish by December 30, and now that appears impossible.

Why

The answer to "Why?" is our best understanding of the causes of the "What." It describes the mechanism that brought about the "What." It might identify several independent or interacting elements. Example: Since we underestimated the linkages between our project and other efforts, we had to compete for the time of some key people, and that introduced unanticipated delays.

How

"How" explains what keeps the problem in place. It explains the source of the problem's longevity, and how it persists despite our having recognized it. Example: Our project is now so late that even though we're getting the time we asked for from those key people, we need more than that to catch up, and they can't provide it because they have other commitments.

And here's how to apply What-Why-How to a candidate solution.

What

The "What" Simplicity is essential
for everyday use of
structured group processesof a proposed solution is a concise statement describing it. No words about implementation, cost, or schedule — just the vision. Example: We'll work out a new schedule that allows us more time, and we'll also hire three contractors to accelerate our pace.

Why

"Why" summarizes our motivation for adopting this solution, including the advantages of this solution without reference to any other solutions. Example: Even if we apply additional resources, we can't make the December date, but we do believe that some specialized extra help will improve performance.

How

"How" provides a high-level description of the strategy and tactics we intend to deploy to implement the solution. Example: Todd will work with the internal customer to determine a new date, while Beth begins a search for contractors who can meet our needs. They'll coordinate to ensure that the date we get fits the availability of the contractors.

If your team faces an issue that has resisted resolution, try the What-Why-How approach. If you don't have an issue right now, but they often do arise, use this issue: We often encounter issues that lead to endless loop-de-loop debates that resist resolution.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Effective Meetings:

Take Any Seat: I

When you attend a meeting, how do you choose your seat? Whether you chair or not, where you sit helps to determine your effectiveness and your stature during the meeting. Here are some tips for choosing your seat strategically.

Discussion Distractions: II

Meetings are less productive than they might be, if we could learn to recognize and prevent the most common distractions. Here is Part II of a small catalog of distractions frequently seen in meetings.

When the Chair Is a Bully: II

Assertiveness by chairs of meetings isn't a problem in itself, but it becomes problematic when the chair's dominance deprives the meeting of contributions from some of its members. Here's Part II of our exploration of the problem of bully chairs.

When the Chair Is a Bully: III

When the chair of the meeting is so dominant that attendees withhold comments or slant contributions to please the chair, meeting output is at risk of corruption. Because chairs usually can retaliate against attendees who aren't "cooperative," this problem is difficult to address. Here's Part III of our exploration of the problem of bully chairs.

Virtual Meetings: Then and Now

Now that the COVID-19 pandemic has led to stay-at-home orders that affect many of us, more of our meetings are virtual, and the virtual meetings we used to conduct are somewhat changed. How have they changed, and what can we do about it?

See also Effective Meetings, Effective Communication at Work and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

Coming December 2: Anticipating Absence: Why

Knowledge workers are scientists, engineers, physicians, attorneys, and any other professionals who "think for a living." When they suddenly become unavailable because of the Coronavirus Pandemic, substituting someone else to carry on for them can be problematic, because skills and experience are not enough. Available here and by RSS on December 2.

And on December 9: Anticipating Absence: How

Knowledge workers are professionals who "think for a living." When they suddenly become unavailable because of the pandemic, we consider substituting someone else. But substitutes need much more than skills and experience to succeed. Available here and by RSS on December 9.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.