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The Vanishing Deliverables

1. Monday Morning Panic

Lisa Hughes stared at the screen.
Her project tracker looked like a crime scene: amber flags turning red, tasks overdue, owners missing. The “Digital Citizen Portal” — a key part of the council’s transformation programme — was supposed to go live in three weeks.

Instead, deliverables were quietly vanishing.

She scrolled again, heart sinking. No updates from content design, no sign-off from procurement, and the supplier’s milestone report hadn’t arrived. Yet every meeting last week ended with the same cheery line: “We’re on track.”

Lisa wasn’t new to trouble. In ten years of delivery management across local government, she’d seen enough projects drift. But…

Something about this one felt slippery — like trying to hold water in her hands.

Everyone seemed busy, yet nothing moved.

2. The Stand-Up That Went Sideways

At the daily stand-up, the team gathered in their usual horseshoe:

  • Tom from IT, muttering about API dependencies.
  • Priya from Comms, juggling content approvals.
  • Ahmed, the supplier’s PM, camera off on Teams as always.

“Okay,” Lisa started, trying to sound calm. “Let’s go around — what’s blocking progress?”

Silence. A few shuffled papers.

Then Tom said, “We can’t move forward on integration until the service owner signs off the data fields.”
Priya frowned. “I thought that was approved?”
“It was,” Tom said, “but Legal raised something new about GDPR.”
“That’s news to me,” Priya said. “Who’s dealing with Legal now?”
“Not me,” said Tom. “That’s Ops.”
“No,” said Lisa, “Ops said they only handle the data hosting, not content capture.”

The conversation spiralled. By the time they finished, they’d agreed to “pick it up offline” — which, Lisa knew, meant no one would.

She closed the call and opened her notebook. In big letters she wrote:

Who actually owns what?

3. Rewinding the Tape

Later that afternoon, Lisa met with her programme manager, Hannah.

“Everyone’s working hard,” Lisa said, “but no one’s accountable. We’ve got three teams, four departments, and two suppliers. Each thinks the other’s got it.”

Hannah nodded. “Classic council matrix. We set up governance last year, remember? There’s a steering group.”

“Right,” said Lisa. “But the steering group thinks they’re ‘advisory’. The delivery teams think the steering group owns decisions. It’s a hall of mirrors.”

“Okay,” said Hannah. “Map it. Who’s responsible for what?”

That word — map — sparked something. Lisa opened her laptop and sketched a grid. Across the top: “Responsible, Accountable, Consulted, Informed.” Down the side: every deliverable she could name — procurement plan, API integration, content approval, accessibility testing.

It was messy, but it was a start.

4. The RACI Revelation

By the next morning, Lisa’s desk was covered in scribbled RACI notes.

She’d colour-coded roles — blue for supplier, green for council staff, yellow for the PMO. Patterns leapt out immediately.

  • Procurement tasks: nobody marked as “Accountable.”
  • Content design: two people marked “Responsible.”
  • Data governance: six different “Consulted” parties, but no decision-maker.

No wonder everything was stalling. Every decision had dissolved into endless consultation.

She shared the chart with Hannah. “It’s worse than I thought. Everyone’s touching everything, but no one’s driving it.”

Hannah exhaled slowly. “Okay. Let’s fix ownership first. Then we’ll worry about deadlines.”

They called a meeting with all leads. Lisa projected the RACI on the screen.

“I’m not here to blame anyone,” she said. “But we need clarity. Who’s actually on the hook for each deliverable?”

There was awkward laughter. Someone joked about “too many cooks.” But as they went line by line, the mood shifted. People started volunteering to take clear roles.

By the end, they had a new version. For the first time, it looked sane.

5. When One Fire Hides Another

Two days later, another issue surfaced.

The supplier missed yet another milestone. Ahmed finally joined the call, apologetic but vague. “There’s a dependency on your infrastructure team,” he said.

Lisa frowned. “Which one?”
“The data services group,” he said. “They haven’t provisioned the new environment.”
“I wasn’t aware that was blocking you,” she said.
“Well, we raised it in our internal report,” Ahmed replied.

Lisa opened the shared folder. No sign of any report.

After the call, she sat back and thought: Every time we fix one issue, another appears. It felt reactive, like treating symptoms instead of curing the disease.

So she pulled out a blank page and wrote a question she often used when problems got slippery:

“Why?”

Then below it:

“Why is the supplier missing milestones?”

Because dependencies aren’t managed.

Why aren’t they managed?
Because no one has visibility.
Why not?
Because updates are trapped in private reports.
Why are reports private?
Because no one agreed how progress should be shared.

Four “whys” later, she had the root cause: lack of a shared information flow.

6. Drawing the Map

Lisa booked a half-day workshop called “How the Work Really Works.”

Using a whiteboard, she drew circles for each group: supplier, IT, Comms, Legal, PMO, and Service Owner. She asked each to mark the teams they interacted with most often. Lines criss-crossed the board until it looked like a spider’s web.

Then she asked, “Where does information get stuck?”

That question changed everything.

The Legal team admitted they only heard about data decisions at the eleventh hour.
Comms revealed they didn’t know when supplier updates were due.
The supplier said they never saw PMO dashboards, so they couldn’t align milestones.

In an hour, they’d built a living Stakeholder Map — showing not hierarchy, but flow.

They agreed to create a shared “single source of truth” dashboard and new update rhythm. For the first time, the fog began to lift.

7. Turning the Tide

Two weeks later, the difference was visible.

The dashboard updates ran every Friday. Each owner posted their progress openly. There was friction at first — nobody likes exposure — but soon the transparency became normal.

When blockers emerged, people tackled them fast instead of burying them.

At one meeting, Tom said, “Before, I didn’t know who to chase. Now I can see exactly who’s responsible for what.”
Priya added, “And it’s not personal anymore — it’s just clear.”

The supplier hit its next milestone on time. The portal’s beta launch date stabilised. For the first time in months, the delivery tracker looked like it might tell the truth.

Lisa didn’t relax — she’d learned that projects can slip quietly again if you stop watching — but she felt control returning.

8. The Quiet Victory

On launch morning, Lisa arrived early.

The new Digital Citizen Portal went live at 9:00 a.m. sharp.
There were a few teething issues — a broken link here, a login glitch there — but nothing catastrophic.

By midday, the Chief Information Officer sent an email: “Congratulations — solid delivery. Thank you all.”

Lisa smiled at her screen. She knew it wasn’t perfect, but the win wasn’t the portal itself. It was that the team had finally built trust and visibility — foundations that would last longer than any launch.

Reflection: What Really Happened Here

The problem looked like missed deliverables, but the real issue was unclear ownership and hidden communication flows.

Lisa’s story shows how easily complex projects drift when responsibility blurs and updates vanish into silos.

The tools that helped her turn it around were simple — but powerful when applied together:

  • RACI Matrix: surfaced the lack of clear accountability.
  • Five Whys: uncovered the deeper cause — a missing information-sharing structure.
  • Stakeholder Mapping: made the invisible relationships visible, showing where communication needed redesign.

The turnaround didn’t come from heroics. It came from seeing the system clearly — and then deliberately redesigning how people worked within it.

Author’s Note

This story illustrates how structured clarity tools — like the RACI Matrix, Five Whys, and Stakeholder Mapping — can shift a struggling project from confusion to control.
They sit within the Failure Hackers problem-solving lifecycle, moving from “symptom recognition” through “diagnosis” to “countermeasure.”

When projects feel chaotic, start by making ownership visible, ask why until you find the real barrier, and then map the relationships that keep information moving.
That’s how small moments of clarity turn into sustainable success.

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Constraint Mapping: Visualising Limitations

Brainstorming Actions to Turn Challenges into Opportunities

The ability to navigate challenges and convert them into opportunities is invaluable. Often, we find ourselves overwhelmed by constraints—whether they are time limitations, budgetary restrictions, or resource shortages. However, what if we could transform these limitations into stepping stones toward innovation? This is where constraint mapping comes into play.

What is Constraint Mapping?

Constraint mapping is a visual and structured approach that helps individuals and teams identify their limitations and explore possible actions to manage or overcome them. The process involves recognising constraints, visualising their implications, and brainstorming solutions to turn these challenges into opportunities. This methodology is not only beneficial for businesses but also applies to personal development, project management, and creative pursuits.

Why Visualise Constraints?

Visualisation helps clarify thoughts, inspire creativity, and foster collaboration. When constraints are simply acknowledged, they can feel like insurmountable barriers. However, when these limitations are mapped out visually, they become tangible elements that can be analysed and addressed. By using diagrams, charts, or mind maps, we can see connections between constraints and potential solutions. This clarity encourages innovative thinking and can lead to unexpected breakthroughs.

Step-by-Step Guide to Constraint Mapping

Let’s delve into a practical step-by-step guide on how to implement constraint mapping in your own life or work environment.

Step 1: Identify Your Constraints

The first step in constraint mapping is to pinpoint the limitations you are facing. Take a moment to brainstorm the various factors that may be holding you back. Here are some common categories of constraints:

  • Time: Are deadlines too tight?
  • Financial Resources: Are you working with a limited budget?
  • Human Resources: Do you have enough skilled personnel?
  • Technology: Are there technical limitations affecting your project?
  • Knowledge: Is there a gap in expertise or information?

Create a list of these constraints. Remember, being honest about your limitations is crucial; this is not about shirking responsibility but rather about understanding your landscape.

Step 2: Visualise Your Constraints

Once you have identified your constraints, it’s time to visualise them. There are several methods you can use, but one effective approach is creating a mind map. 

  1. Start with a Central Node: Write down the primary challenge or goal you are addressing.
  2. Branch Out: Draw lines from the central node to represent each constraint. Label each branch with the specific limitation it represents.
  3. Connect the Dots: For each constraint, consider drawing lines between them to see how they interact or affect one another. This can often reveal deeper insights.

For instance, if you are launching a new product, you might identify time constraints due to a tight deadline, budget limitations impacting marketing efforts, and a knowledge gap regarding customer preferences. Mapping these out allows you to see how they interrelate, making further analysis easier.

Step 3: Analyse the Implications of Each Constraint

With your visual map completed, take a closer look at each constraint. Ask yourself questions such as:

  • What impact does this constraint have on my project or goals?
  • How does it relate to other constraints, and can addressing one alleviate another?
  • What are the risks associated with each limitation?

Use this analysis to understand the severity and implications of each constraint. This step will prepare you for the brainstorming phase, where you begin to develop actionable solutions.

Step 4: Brainstorm Alleviating Actions

Now comes the most exciting part: brainstorming potential actions to mitigate your constraints. Gather your team, or if you’re working solo, create a quiet space to generate ideas. Here are some techniques to facilitate your brainstorming session:

  • Mind Mapping: Begin with a specific constraint as the central idea and branch out potential actions to ease that limitation. 
  • Reverse Thinking: Instead of thinking about how to solve the problem, consider how you could worsen it. This method can shed light on what strategies to avoid and can sometimes highlight alternative solutions.
  • SCAMPER Technique: This is an acronym that stands for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Rearrange. Use these prompts to think creatively about how to reframe your limitations.

During your brainstorming session, ensure that all ideas are welcomed without judgement. Sometimes the wildest ideas can lead to the most innovative solutions. For instance, if time is a constraint, one of your actions might be to implement agile methodologies to enhance efficiency. 

Step 5: Prioritise Your Actions

Once you have generated a multitude of ideas, the next step is to prioritise them based on feasibility and impact. Create a two-dimensional grid where one axis represents “effort” (low to high) and the other represents “impact” (low to high). Place each action on this grid to help you visualise which solutions are worth pursuing.

Aim to focus on actions that require low effort but yield high impact—these are your quick wins. Moreover, don’t shy away from addressing a couple of high-effort actions if they promise significant outcomes.

Step 6: Create an Action Plan

Finally, it’s time to put your ideas into action. Develop an action plan detailing the steps required to implement your chosen solutions. Include key performance indicators (KPIs) to measure your progress, establish timelines, and assign responsibilities, whether to yourself or team members.

For example, if you identified the need to improve customer insights through market research, your action plan may include tasks such as conducting surveys, interviewing customers, and analysing competitor strategies—while setting a timeline for completion.

Conclusion: The Power of Constraint Mapping

Constraint mapping is more than just a tool for visualising challenges; it’s a powerful framework for turning limitations into catalysts for growth. By systematically identifying, visualising, analysing, and brainstorming solutions to your constraints, you pave the way for innovation and resilience.

In today’s world, where adaptability is paramount, learning to embrace and manipulate constraints can set you apart from the competition. As you move forward, remember that every limitation can be an opportunity in disguise. The key lies in how you approach those constraints, and with the strategies outlined above, you are well-equipped to navigate challenges and seize opportunities.

So why wait? Start mapping your constraints today. The journey to transforming challenges into opportunities begins now!

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Prioritising Team Backlogs Using the Eisenhower Matrix

Ranking Tasks by Urgency and Impact

Managing a team’s workload can sometimes feel like juggling flaming torches while walking a tightrope. With multiple demands pulling in various directions, it’s crucial to have a structured method for prioritising tasks. One effective framework that has stood the test of time is the Eisenhower Matrix. This powerful tool helps identify what truly matters by separating tasks into quadrants based on their urgency and impact. In this article, we’ll explore how to adapt the Eisenhower Matrix to effectively rank your team backlog items and boost overall productivity.

The Eisenhower Matrix: An Overview

The Eisenhower Matrix, named after former US President Dwight D. Eisenhower, who famously stated, “What is important is seldom urgent, and what is urgent is seldom important,” serves as a strategic method for task management. The matrix divides tasks into four distinct quadrants:

  1. Urgent and Important (Do First): Tasks that need immediate attention and carry significant consequences if not completed.
  2. Important but Not Urgent (Schedule): Tasks that are essential for long-term goals but do not require immediate action.
  3. Urgent but Not Important (Delegate): Tasks that demand immediate attention but do not significantly impact outcomes; these can often be delegated.
  4. Not Urgent and Not Important (Eliminate): Tasks that neither require immediate action nor contribute meaningfully to objectives; these should be minimised or eliminated.

By using this matrix, teams can gain clarity on where their focus should lie, helping to reduce overwhelm and improve efficiency.

Step 1: Define Your Backlog Items

Before you can effectively use the Eisenhower Matrix, you must first compile your team’s backlog items. A backlog can consist of a range of tasks, including projects, features, issues, maintenance work, and even minor fixes. It’s essential to ensure this list is comprehensive yet manageable. 

To get started, gather input from all team members to populate the backlog. Encouraging everyone to contribute ensures that no critical task is overlooked. You may choose to use project management tools such as Trello, Asana, or Jira to keep track of these items systematically.

Practical Tip:

Utilise a spreadsheet to list out all tasks, including descriptions, deadlines, estimated effort, and responsible individuals, allowing for easy manipulation and visualisation later on.

Step 2: Evaluate Urgency and Impact

With your backlog in front of you, the next step is to assess each task based on two criteria: urgency and impact. 

Urgency

  • Urgent: These tasks need immediate attention within a specific timeframe, often driven by deadlines or stakeholder pressures.
  • Not Urgent: Tasks that can afford to wait and are not tied to pressing deadlines.

Impact

  • Important: Tasks that have a substantial effect on project success, contribute to key objectives, or align with strategic goals.
  • Not Important: Tasks that are often minor, peripheral, or irrelevant to overarching objectives.

Engaging in a team discussion where each member rates tasks can foster diverse perspectives and highlight varying perceptions of urgency and importance. 

Practical Tip:

Consider using a scoring system from 1 to 5 for both urgency and impact. This quantifiable approach allows you to leverage data when discussing priorities, making it easier to reach consensus.

ScoreUrgency (How soon action is needed)Importance / Impact (How much it matters)
1 – Not Urgent / Not ImportantNo fixed deadline; can be done anytime or never. Delay has no real consequence.Trivial or low-value activity. Minimal or no impact on objectives, customers, or outcomes.
2 – Low Urgency / Low ImpactLoose timescale; no dependency on immediate action. Others are not waiting on it.Slightly useful but not aligned to key goals or priorities. Limited benefit if completed.
3 – Moderately Urgent / Moderately ImportantSome time pressure; delay may create minor inconvenience or rework later.Contributes to goals or operations but is not critical. Moderate impact or visibility.
4 – Urgent / ImportantNeeds attention soon (today or within a few days). Delay could cause problems or missed opportunities.Strongly supports strategic or operational goals. Noticeable positive or negative impact if done or not done.
5 – Very Urgent / Very ImportantImmediate attention required. Delay causes significant risk, failure, or reputational damage.Critical to success, safety, or mission outcomes. Major impact on performance, compliance, or stakeholder trust.

Step 3: Populate the Eisenhower Matrix

Now comes the exciting part: placing your backlog items into the Eisenhower Matrix. Draw a large cross on a whiteboard or piece of paper to visually represent the four quadrants.

  1. Urgent and Important (Do First): Place tasks that score high on both urgency and impact here. These are your top priorities and should be tackled first.
    • Example: A critical bug affecting the functionality of your main product.
  2. Important but Not Urgent (Schedule): These are tasks that help drive long-term goals but don’t require immediate action. Schedule time for these in your calendars as they are crucial for future success.
    • Example: Planning a feature upgrade that improves user experience.
  3. Urgent but Not Important (Delegate): Identify tasks that are urgent but do not significantly impact your objectives. These should be delegated to team members or even scheduled for completion later.
    • Example: Responding to routine inquiries that could be handled by junior team members.
  4. Not Urgent and Not Important (Eliminate): Mark tasks that fall into this quadrant for potential elimination. They often drain valuable time and resources without offering any real benefit.
    • Example: Attending unproductive meetings that don’t impact your work.

Practical Tip:

Regularly update this visual matrix during team meetings. This practice will help keep everyone aligned and accountable, ensuring transparency in how tasks are prioritised.

QuadrantDescriptionTypical Action
High Importance (4–5), High Urgency (4–5)Do Now – Critical and time-sensitiveDo immediately
High Importance (4–5), Low Urgency (1–3)Plan – Strategic but not time-pressuredSchedule and plan
Low Importance (1–3), High Urgency (4–5)Delegate – Reactive but low valueDelegate or streamline
Low Importance (1–3), Low Urgency (1–3)Eliminate – Not worth the effortDrop or ignore

Step 4: Take Action and Monitor Progress

With your backlog now organised using the Eisenhower Matrix, it’s time to take action. Assign tasks to the relevant team members, ensuring that everyone understands their responsibilities. Set deadlines for your “Do First” tasks and schedule check-ins to monitor progress and address any roadblocks.

Additionally, encourage your team to review and reflect regularly on their workload. Continuous feedback loops can help adapt and refine your prioritisation process. This involved approach fosters ownership among team members, empowering them to manage their own tasks effectively.

Practical Tip:

Implement regular stand-up meetings where team members can share updates on their assigned tasks and discuss any challenges they might face. This builds a culture of communication and support.

Step 5: Review and Adjust

Prioritisation isn’t a one-time activity. As circumstances change, so too should your backlog. Regular reviews of the Eisenhower Matrix will help ensure that tasks remain relevant and aligned with strategic goals.

Schedule periodic evaluations—perhaps weekly or bi-weekly—where the team revisits the backlog. Reassess the urgency and importance of each item as new tasks arise and old ones are completed. This agile approach ensures your team remains nimble and responsive to change, ultimately enhancing productivity and focus.

Practical Tip:

Create a feedback loop where team members can propose changes to task priorities based on progress, shifting deadlines, or resource availability, ensuring everyone stays engaged.

Conclusion: Maximising Efficiency with the Eisenhower Matrix

In a world where time feels scarce and demands seem endless, the Eisenhower Matrix provides an invaluable framework for prioritising tasks based on urgency and impact. By adapting this method for your team backlog, you create a structured approach that fosters efficiency, accountability, and collaboration.

Remember, the goal is not just to get more done but to focus on what truly matters. By implementing this practical and actionable prioritisation strategy, your team can cut through the noise, eliminate distractions, and channel their efforts into tasks that drive real impact. So gather your team, embrace the Eisenhower Matrix, and start transforming your backlog into a well-organised roadmap for success!

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Facilitating Cross-Functional Fishbone Diagram (Ishikawa) Sessions

A Practical Guide for Effective Problem Solving

In the fast-paced world of contemporary business, complex problems often span multiple departments. To unravel these intertwined issues, teams require a structured approach that promotes collaboration and collective insight. One effective tool for this purpose is the Fishbone Diagram, also known as the Ishikawa diagram, named after its creator, Kaoru Ishikawa. This blog post will guide you on how to facilitate cross-functional Fishbone sessions that engage participants and drive actionable solutions.

Understanding the Fishbone Diagram

Before delving into the facilitation strategy, let’s first clarify what a Fishbone Diagram is. This visualisation tool helps teams identify, explore, and display the potential causes of a specific problem. The diagram resembles a fish’s skeleton, with the “head” representing the problem and the “bones” indicating the various categories of potential causes. 

Components of the Fishbone Diagram

  1. Head: The main problem or effect, clearly defined.
  2. Bones: Major categories of causes, typically represented as branches off the spine. Common categories include:
    • People
    • Processes
    • Equipment
    • Materials
    • Environment
    • Management
  3. Sub-causes: Further breakdown of primary causes into more specific factors.

Preparing for Your Fishbone Session

Successful facilitation begins long before the session itself. Here are steps to ensure you’re well-prepared:

1. Define the Objective

Establish a clear objective for the session. What specific problem are you trying to solve? Ensure it is concise and easily understood by all participants. Ask yourself questions like:

  • What impact does this problem have on our organisation?
  • Who are the key stakeholders involved?

2. Select Participants

Identify representatives from relevant functions—such as marketing, operations, finance, and customer service—who can offer diverse perspectives. Aim for 7-12 participants to keep discussions manageable yet robust.

3. Gather Materials

Prepare the necessary materials ahead of time:

  • Whiteboard or flip chart
  • Markers in various colours
  • Sticky notes 
  • An initial blank Fishbone Diagram template

4. Schedule and Environment

Choose a conducive environment, free of distractions, preferably a space where participants feel comfortable being creative. Schedule a session that allows ample time, typically 90 minutes to 2 hours—this accommodates discussion and exploration without rushing.

Facilitating the Fishbone Session

With preparation complete, it’s time to lead the session. Follow these steps to facilitate an engaging and productive environment.

Step 1: Set the Tone

Start by welcoming participants and outlining the session’s objective. Emphasise the importance of open dialogue and the value of each individual’s contribution. Create a collaborative atmosphere by establishing ground rules:

  • Respect all ideas, no matter how unconventional
  • Avoid assigning blame; focus on understanding
  • Encourage participation and ensure quiet members have a chance to speak

Step 2: Identify the Problem

Write down the main problem at the head of the Fishbone Diagram. Engage the group by asking:

  • How do we define this issue?
  • What symptoms indicate that this problem exists?

This dialogue helps refine the problem statement and fosters a shared understanding.

Step 3: Brainstorm Major Categories

Draw the main bones of the Fishbone Diagram based on previously identified categories (e.g., People, Processes). Ask participants to suggest which categories should be included based on their expertise. Document these categories clearly on the diagram.

Step 4: Gather Ideas on Causes

Distribute sticky notes and ask participants to write down potential causes related to each category. Encourage them to think broadly and creatively. For example, under the “Processes” category, someone might mention inefficiencies in workflow, while another might point to redundancies in reporting.

Once they finish, invite participants to place their sticky notes on the relevant sections of the diagram. This step visually represents the collective input of the team, providing a broad overview of potential causes.

Step 5: Discuss and Prioritise Causes

Now, it’s essential to facilitate a discussion around the potential causes listed. Encourage participants to elaborate on their suggestions, providing context or examples. This exploration phase is crucial for clarity and can lead to recognising interdependencies between causes.

After discussing, facilitate a prioritisation exercise. Ask participants to vote on which causes they believe contribute most significantly to the problem. This could be done using dot stickers where each participant has three dots to place on the causes they think are most critical.

Step 6: Deep Dive on Key Causes

Select the top three to five causes based on the voting. Work collaboratively as a group to drill down deeper into these causes. Utilise the “5 Whys” technique—asking “Why?” five times—to help uncover the root causes effectively. This method encourages participants to peel away layers of symptoms to reveal the fundamental issues.

Step 7: Develop Actionable Solutions

As your team identifies root causes, shift the conversation towards solutions. Encourage brainstorming for potential actions to address each root cause. Use prompts such as:

  • What changes could alleviate this issue?
  • Who would be responsible for implementing these changes?
  • What resources are needed?

Document actionable suggestions next to each cause on the Fishbone Diagram.

Step 8: Establish an Action Plan

Conclude the session by compiling all the insights generated. Focus on clear next steps:

  • Assign responsible individuals for each action item.
  • Set timelines for implementation.
  • Decide on follow-up meetings to track progress and adjust as necessary.

Step 9: Follow-Up

Send out a summary of the Fishbone Diagram along with the action items to all participants. Schedule a follow-up meeting to review progress and make any necessary adjustments to the action plan. Encouragement and accountability are vital for ensuring that the insights gathered translate into effective solutions.

Evaluating the Success of the Session

Post-session, evaluate the effectiveness of the Fishbone session. Consider the following:

  • Were participants engaged and did they contribute?
  • Did the group reach a consensus on root causes and solutions?
  • Are there mechanisms for accountability in place?

Soliciting feedback from participants can provide valuable insights into how future sessions can be further improved.

Conclusion

Facilitating a cross-functional Fishbone (Ishikawa) Diagram session requires careful preparation and skilful moderation. By following the outlined steps, you can foster an environment where diverse insights converge to illuminate solutions to complex problems. This collaborative approach not only enhances problem-solving capabilities but also strengthens team dynamics across departments.

The beauty of the Fishbone Diagram lies in its simplicity and versatility. By harnessing this tool effectively, organisations can transform challenges into opportunities for improvement, creating a culture that values collaboration and innovation. So, gather your team, define a problem, and dive into the depths of solutions together!

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Feature Problem solving

Storytelling for Problem Solvers

Using Situation–Complication–Resolution to Inspire Action and Unite Stakeholders

Throughout history, storytelling has been an intrinsic part of human culture. It is a powerful means of communication that transcends languages, cultures, and eras. In today’s fast-paced world, effective storytelling can be a game-changer, especially when it comes to solving problems and rallying stakeholders around a common vision. The Situation–Complication–Resolution (SCR) model provides a structured approach that not only makes stories compelling but also galvanises action and fosters collaboration. Let’s explore this storytelling framework and see how you can apply it in your own work.

Understanding the Situation–Complication–Resolution Model

The SCR model is a straightforward yet effective narrative framework comprised of three key components:

  1. Situation: This element sets the stage by providing context. It describes the current state of affairs, outlining who is involved and what is at stake. The situation establishes the background needed for the audience to understand the relevance and urgency of the story.
  2. Complication: Here we introduce a challenge or problem that disrupts the status quo. This component is vital as it creates tension and urgency within the narrative, prompting the audience to become emotionally invested. The complication often highlights the stakes involved and elucidates why immediate action is necessary.
  3. Resolution: In the final segment, we present solutions and possible outcomes. This part resolves the tension created by the complication and leaves the audience with a sense of closure or a call to action. A well-crafted resolution should inspire hope and motivate stakeholders to take action.

By utilising the SCR framework, you can not only communicate complex problems more effectively but also unite stakeholders around a shared goal. 

Why Stakeholders Need to Be Engaged

Stakeholders are individuals or groups with vested interests in a project or organisation. They can be clients, employees, investors, community members, or even regulatory bodies. Engaging stakeholders is crucial because their support, insights, and resources often determine the success of initiatives.

However, stakeholder engagement is not merely about providing information; it’s about fostering connection and collaboration. Effective storytelling serves as a bridge between diverse perspectives and encourages active participation. By using the SCR model, you can address stakeholders’ concerns, showcase the importance of their involvement, and ultimately drive meaningful action.

Crafting Your Story Using the SCR Framework

Step 1: Define the Situation

Start by clearly articulating the context of your story. Ask yourself:

  • What is the current state of affairs?
  • Who are the key stakeholders involved?
  • What is the significance of the situation?

This step requires a deep understanding of your audience. Tailor the situation to resonate with their experiences and priorities. For example, if you’re addressing a community about an upcoming environmental project, highlight the area’s current issues related to pollution or habitat loss. Use statistics, anecdotes, or quotes to create an emotional connection.

Example: “Our local river, once teeming with life, has seen a dramatic decline in biodiversity due to pollution. The community’s favourite fishing spots now yield little more than debris, and families have begun to express concern over the water quality.”

Step 2: Introduce the Complication

Identify the complications that arise within the current situation. This is where you should emphasise the urgency of the issue and the potential consequences of inaction. 

Ask yourself:

  • What challenges are affecting the current situation?
  • Why is it imperative to address these challenges now?

Use vivid imagery and relatable scenarios to engage your audience’s emotions. Highlighting potential ramifications makes the problem feel more immediate and personal.

Example: “Recent reports show that without intervention, the river could become completely devoid of fish within the next five years. Families who rely on fishing for their livelihood would face loss, and children could grow up without the same relationship with nature that many of us cherish.”

Step 3: Provide the Resolution

Once you’ve fully established the situation and its complications, it’s time to propose solutions. This is your opportunity to outline actionable steps that stakeholders can take to resolve the issues presented.

Ask yourself:

  • What are the potential solutions to the complications identified?
  • How can stakeholders contribute to these solutions?
  • What are the anticipated outcomes if stakeholders engage?

Presenting a clear and actionable resolution will empower stakeholders to act. Use this segment to galvanise support by emphasizing the positive impact that collective effort can achieve.

Example: “We have the power to restore our river by implementing a community-led clean-up initiative and advocating for stronger regulations on pollutants. By coming together for monthly clean-up days, we can directly improve our environment and foster a deeper connection with our local ecosystem. Imagine fishing in a revitalised river alongside your children and sharing that tradition for generations to come!”

Putting the SCR Model into Practice

Now that you understand the components of the SCR model, let’s explore practical ways to implement storytelling in your stakeholder engagement efforts.

1. Workshops and Training Sessions

Host workshops to train your team or community members in storytelling techniques. Educating others on the SCR framework can empower them to communicate their ideas more effectively, enhancing overall stakeholder engagement.

2. Create Compelling Presentations

Utilise the SCR model in presentations to ensure your audience follows a logical and engaging flow. Design your slides to emphasise each component, incorporating visuals and anecdotes that support your narrative.

3. Engage on Social Media

Social media platforms can serve as powerful storytelling channels. Share snippets of your story using the SCR framework through posts, stories, or videos. This approach invites dialogue and allows for rapid feedback from your audience, helping you refine your message.

4. Gather Testimonials

Encourage stakeholders to share their own stories related to your initiative. Curate testimonials that exemplify the significance of the issue and the resolutions being proposed. Personal narratives can amplify your message and reflect a shared commitment to action.

5. Foster Collaboration

Invite stakeholders to contribute to the storytelling process. Collaboration enhances buy-in and fosters a sense of ownership. Consider forming a steering committee composed of diverse stakeholders, allowing multiple perspectives to shape the narrative and solutions.

Conclusion: The Power of Storytelling

In a world filled with information overload, the art of storytelling stands out as a potent tool for problem solvers. The Situation–Complication–Resolution model offers a structured yet flexible approach to convey complex issues while galvanising action and uniting stakeholders. 

By thoughtfully crafting your narratives, you can transform abstract problems into relatable stories that inspire hope and motivate collaboration. Remember, your story is not just a reflection of the challenges you face but also a beacon of the possibilities that lie ahead when people come together. 

As you embark on your journey to utilise storytelling for stakeholder engagement, remember that every situation is unique. By adapting the SCR framework to the specific needs of your audience, you can drive meaningful change and create a shared vision for the future.