4 Questions to Solve Problems

When I took the Dale Carnegie Leadership Course many years ago, they taught four questions to find a solution to a problem.

1. What is the problem? The answer should be a statement, not a question. The statement isn’t, “Why don’t people come to Bible study on Wednesday night?” It could be, “Our Wednesday night attendance in Bible classes is down twenty percent in the past six months.” It’s important not to switch this question. Often, people ask, “Who is the problem?” instead of “What is the problem?” When we designate a black sheep as the cause of the problem, we think that when we eliminate or convert the black sheep, our problem will be solved by changing preachers or dissolving the eldership. But the general rule is that if a problem is chronic, the designated patient (the one thought to be causing the problem) is where the symptoms of the group surface instead of being the sole cause of the problem. When a problem has existed for a long time, and people are still upset about it, it’s because everyone likes it the way it is more than what it would take to change it.

2. What are the causes of the problem? List every possible cause that comes to mind in the group. This isn’t the time to evaluate and debate. List all responses.

3. What are possible solutions to the problem? Again, don’t evaluate. Let everyone add possible solutions until all are expressed.

4. What is the best possible solution? This is the time to evaluate and prioritize. Discuss how this will be implemented, who will be responsible for ensuring it’s carried out, and when we will see it completed or evaluate the progress and view the outcome.

I’ve followed this process in the church, family, and business and have experienced good results.

Another question I suggest we discuss and answer is, “When we present this, what questions and reactions can we expect, and how should we respond?” A leader should have a strong repertoire of responses. Occasionally, I’ve observed a decision change when the group thoroughly considered the disadvantages of following through with the proposed action.

It’s much better to anticipate questions and objections and have answers to show you believe your solution is the best than to respond honestly with, “You know, I never thought about that.”

If that happens several times, it looks like you haven’t given enough thought to the issue, which is true.

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