FROM FOWC.net MEMBERS' AREA
following is a portion of a transcript of the LEADERSHIP
TRAINING & MANAGEMENT MATERIALS 'brought to the table' in the FOWC.net Members' Area by HAMPSTEAD
PROBLEM SOLVING CHECKLIST
1. List the Symptoms of the problem
What are the indications that you have a problem?
Get all the evidence into the open. Maybe you will discover that
it is not a fact, but just a symptom, but that's okay, write it
2. Determine the real problem
Do this only after you have gathered a reasonable amount of evidence
or complaints. Study the evidence carefully. Ask yourself which
is the most critical? Which is the most valid? Why do these symptoms
exist? What caused them?
3. Gather the facts of the problem
Until now you have gathered what you called symptoms or evidence
while you determine what the real problem is. Now go on a fact finding
hunt. Look at your list carefully and separate facts from symptoms.
Those that relate to the issues are the facts of the problems. REMEMBER. You will never get all the facts, but get as many as you
can in the time available. Be sure to write down the facts. You
will need them later on.
4. Define your expectation of benefits to the church
Ask yourself these three important questions:
a. What do I want to gain by solving this problem?
b. How will a decision help the main purpose of the church?
c. What effect will this have on other parts of the congregation?
Notice that these three questions have the church goal in view,
not the personal desires of the administrator. The inner work relationships
in a church are always in delicate balance. If your decision calls
for a change in one part of the organisation, it will most certainly
have some effect on the other departments. Again, define your expectations
of how this decision will benefit the church.