On a daily basis we learn through the media about fruitless expenditure wasted on projects that fail for a variety of reasons, but chiefly because of insufficient thought by managers or leaders on how to engage key stakeholders to take and sustain required actions for achieving results. This is common but not unique to the public sector, and happens across the spectrum of leaders from highly qualified,
experienced directors to young newly appointed supervisors. This is not just a nice business school theory â€" recent research (Fast et al, Academy of Management Journal 2014) has empirically demonstrated that active engagement of employees is essential to higher employee motivation, reduced turnover and improved managerial effectiveness.
Each time we encounter a complex new joint problem (i.e. it is not solved by simply following standard procedures, and we cannot resolve it ourselves using our specialist knowledge as it involves
multiple others), we need to define the facts of the situation in the objective context in which it occurs, and decide if it is our problem. If we do not have the power or authority to influence the problem we need to refer it to whoever does have the power. If it is our problem, we need to consciously adopt a joint problem solving approach that will aim to involve all key affected stakeholders in finding better answers together and implementing solutions. So who are the “others” who should be involved in the defined situation, or will need to be involved in the future, in taking and sustaining desired actions? It is just as important to involve and hear those who have the power to destabilise the situation as it is to involve those who will help solve the problem. Who we involve often makes the difference between success or failure in undertaking complex projects. Sometimes it may just require a phone call to inform someone who has the power to undermine or even sabotage a sound plan.
Joint Problem Solving (JPS) can be defined as “finding better answers with others” (Misselhorn 2012 Amazon). JPS is a comprehensive model designed to assist leaders in clarifying and resolving complex
joint problem situations. The first step is to objectively describe the problem situation, providing the facts and evidence to substantiate claims, and eliminating assumptions. Once this is documented so that everyone involved agrees with the factual description of the situation, the next challenge is to choose and apply relevant analytical and people interactive tools to start the process of resolving the situation. Before jumping to quick solutions, all affected stakeholders are systematically identified by the leader and rated in terms of how they will cope with the emotional and physical demands of the problem situation.
Based on this analysis, plans are tailored to meaningfully engage relevant stakeholders in resolving the problem situation and involving them in implementing solutions.
For example, if one member of the team is not committed to put in the extra time required over a weekend because they have a sick child, an alternative contribution like working on another aspect of the plan at home would need to be found for them. If we are serious about finding sustainable solutions and engaging others in a spirit of rational joint problem solving, the organisational culture and leadership style will need to support values like integrity, fairness and participation.
Conflicts of interest would need to be declared since open sharing of information and ideas are essential for rational problem solving. Hidden agendas are not compatible with rational joint problem solving. People need to be able to engage issues openly, and not fear being victimised or bullied to comply with actions that are unilaterally dictated.
Obviously leaders cannot always please everyone, but they should be prepared to engage openly and honestly with those who have a valid stake in the situation, in order to try to find win-win
solutions that are implemented in agreed time periods.
The major task we face as managers or leaders is achieving organisational goals through the sustained contribution of all relevant key stakeholders.
This is the essence of leadership, and understanding the tools and process of joint problem solving, with its emphasis on engaging all relevant others, will go a long way to assist leaders in working interdependently with their stakeholders in finding better answers for organisational problems. 

jon@adsteam.co.za
www.adsteam.net