Introduction

In the problem solving cycle, the ‘analysis and diagnosis' step is followed by the ‘plan of action' step, which involves solution design (discussed in this chapter) and design of the change plan (addressed in the next chapter). For the student, solution design is often the most difficult part, even if the problem statement and the diagnosis step provide a firm starting point. Analysis and diagnosis largely follow deductive and inductive logic, for which there are systematic approaches available in the literature. As discussed in Section 4.2, design ultimately involves the creative jump of abduction, for which there are far fewer systematic approaches available. Nevertheless, the present chapter gives some ideas for solution design, and the next one provides some ideas for the design of the change process, to be used for the realization of the solution.

The deliverables of the field problem solving project

An FPS project is complete only when the designed solution has been realized and the intended performance improvement has been achieved (to a satisfactory degree at least). The ultimate deliverable of the project is the intended performance improvement of the business system in question.

If the problem solvers are part of the business system to be changed (in a managerial or professional role), they will usually participate in the change process and support the quest for performance improvement. However, if the project is executed as a consultancy project by a student or another involved outsider, it is usually agreed that these people will not participate in the change and realization phase.