Introduction

In the problem solving cycle, the ‘analysis and diagnosis' step isfollowed by the ‘plan of action' step, which involves solution design(discussed in this chapter) and design of the change plan (addressed in thenext chapter). For the student, solution design is often the most difficultpart, even if the problem statement and the diagnosis step provide a firmstarting point. Analysis and diagnosis largely follow deductive andinductive logic, for which there are systematic approaches available in theliterature. As discussed in Section 4.2, design ultimately involves thecreative jump of abduction, for which there are far fewer systematicapproaches available. Nevertheless, the present chapter gives some ideas forsolution design, and the next one provides some ideas for the design of thechange 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 realizedand the intended performance improvement has been achieved (to asatisfactory degree at least). The ultimate deliverable of the project isthe intended performance improvement of the business system in question.

If the problem solvers are part of the business system to be changed (in amanagerial or professional role), they will usually participate in thechange process and support the quest for performance improvement. However,if the project is executed as a consultancy project by a student or anotherinvolved outsider, it is usually agreed that these people will notparticipate in the change and realization phase.