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Step 4 – Implement the Solution

Old Way New Way
Image by kalhh from Pixabay

The next step in the problem solving process is to implement the solution. Implementation can be somewhat daunting as it will involve change. People resist change because the status quo is their self-identity. Change means that it is challenged and needs to be modified. For some, this is more difficult than others. However, it is also an excellent reason to involve several people in the problem solving process. Involvement means they will “own” the solution to the opportunity and embrace the change more readily.

Image by Mario Aranda from Pixabay

The Process of Change

Change is difficult; let’s make no mistake about that. You are leaving the comfort of the known and moving into the realm of the unknown. In such circumstances, teams need a compass to navigate by and not a map. Change is moving into unknown parts where a compass is required to guide you in the right direction. Maps only reveal destinations previously identified. These destinations may not suit your organisation, so remain flexible and open to new possibilities.

The implementation of your solution can undoubtedly come with hassles. This is to be expected. However, the long term benefit should certainly outweigh the short term hassles.

Implementation Models

There are several schools of thought around when it comes to implementation, but I particularly like the TASC model from Brene Brown. Implementing a solution of any type will require a Project Manager or Solutions Manager; it doesn’t matter what title you want to give them, but someone has to be responsible. The TASC model then comes into play:-

  • T – Who owns the task?
  • A – Do they have the authority to be held accountable?
  • S – Do we agree that they are set up for success (time, resources, clarity)?
  • C – Do we have a checklist of what needs to happen to accomplish the task?

The Solutions Manager has to own the task and be responsible for its implementation. Do they have the authority to be held accountable? Can they get the job done within their authority levels? It’s critical that whoever is implementing the solution is set up for success with the proper authority, access to resources and most certainly has the time to do the job. Finally, establish a checklist of the processes to be completed to implement the solution.

Brene Brown says that their organisation has also borrowed from the Scrum technique to add to the TASC model. Successful implementation also involves establishing the “Definition of Done”. Such a definition provides a documented or visual model of how the successful implementation of the solution will look. Everyone involved in the process is now on the same page with a shared vision.


As you continue to see, every step is a part of a process. There are no half measures. Every step involves positive intent and builds on the previous step. There is no value in implementing your decision without ensuring you are setting it up for success. The last thing you want is the solution to fail, not because it was a poor solution, but because it was poorly implemented.

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