What is the best way to prioritize issues in an escalation resolution framework?

Priorize problemas avaliando impacto e urgência. Use a Matriz de Eisenhower para diferenciar urgências e importâncias. Considere recursos disponíveis e riscos. Decida com base nesta análise, atribua responsabilidades e ajuste conforme necessário.

The best way to prioritize issues in an escalation resolution framework is to first categorize them based on urgency and impact. Issues that critically affect business operations or customer satisfaction should be given the highest priority. This includes system outages, security breaches, and severe service disruptions. Next, consider the number of users or stakeholders affected; issues impacting a larger group should be addressed sooner. It's also important to assess the potential financial impact and any legal or compliance implications. Regularly review and adjust priorities as situations evolve, ensuring that resources are allocated efficiently and effectively to address the most pressing issues first.

At the heart of any successful endeavor lies a shared understanding of the desired client experience and a collaborative strategy to bring it to fruition. This collaborative effort involves each department leveraging its unique expertise and agility to contribute to the overall goal. By aligning on the objectives, identifying the key stakeholders, determining the necessary actions, and establishing clear roles and responsibilities, organizations can create a well-coordinated system that places the client experience at its core. Documenting the processes, protocols, and workflows involved in delivering the desired client experience is essential.

On several of our military aircraft Sniper -Advanced Targeting Pod (SATP) by Lockheed has been “Chosen for its superior targeting capability, combat-tested targeting employed today. SATP is a proven targeting system in a single pod. It handles the most challenging precision targeting and intelligence, surveillance & reconnaissance (ISR) missions in the land, sea, and air domains.” Escalation resolution (ER) can learn a lot from this system. From one person who is in command and control the team is directed to recognize, ID the closest threats and opportunities in order and apply resolution from a wide range of options that best defeats inbound while protecting the assets. Without lethality ER faces many of the same processes.

An escalation resolution framework is a structured approach for addressing issues that cannot be resolved at lower levels. To prioritize issues, consider severity, urgency, complexity, strategic importance, reputation risk, stakeholder impact, and resource availability. This ensures the timely resolution of critical problems.

“… In Carroll's altered reality, the conversation between the disoriented Alice and the mysterious Cheshire Cat actually went like this: "Would you tell me, please, which way I ought to go from here?" "That depends a good deal on where you want to get to," said the Cat.”

This is where the earned scars and knowledge of experience become critical. Knowing what not to do is as important as what to do, when, how, and why. Focus and the use of direct and oblique questions and understanding the answers that are both said and not said many times determine effectiveness and costs and certainty time to solutions. If one can listen for and hear what is not said in the scoping one can often both find and avoid “Murphy”. Didn’t get the answer to your question? Then what question did you get an answer for and then what is need to be asked to get to the original topic? Out of the box thinking? - No! There is no box!

One has to be able to accurately ID both threats and opportunities while understanding that because “this” course of action is chosen, by definition you have not chosen other options. This does not exclude flexibility or solution migration. Both the chosen and unchosen solutions sets and individuals assigned to the issue have differences and implications. This is sometimes called an echo or 360 analysis. Many times the problem(s) come from going beyond your data into over analysis and conjecture instead of staying with the facts as they present. A non-clone team is imperative to gain multiple perspectives. 1. What do you know, 2. what do you believe, 3. what can you prove, 4. what are the implications. Teach your team to think then do.