2.3 Identify a range of potential solutions

This guide will help you answer 2.3 Identify a range of potential solutions.

Finding solutions means creating several different options to solve a problem or improve care. Each problem may have several ways forward. Choosing the right option happens after you look at all possible solutions, not just one.

“Potential solutions” are the different ideas you consider before you pick the best path. Having a range of options gives you more chance to find something that works well, is safe, and fits your service and the people you support.

Reasons to Identify Multiple Solutions

If you only ever choose the first solution that comes to mind, you could miss better or safer alternatives. Considering several options:

• Helps you pick the most practical, affordable, and effective one
• Allows choice, flexibility, and innovation
• Means you do not rely on “how things have always been done”
• Allows for adaptation if the first solution fails
• Keeps people involved and engaged

How to Identify Different Solutions

There are several ways to come up with a variety of options. Here are a few methods:

Brainstorming

Gather a small group of staff, people who use your service, or family representatives. Ask everyone to suggest ideas, big or small. No idea is too simple at this stage. Write everything down before narrowing options.

Benchmarking Against Other Services

Look at what other organisations do in similar situations. Compare your challenge with their approach. Adapt their solutions to fit your setting.

Research Best Practice and Guidance

Read relevant guidance and sector reports. These can suggest tried and tested solutions used elsewhere. Sources like NICE, CQC, or Skills for Care may help.

Involving Specialists

Bring in professionals such as occupational therapists, nurses, or trainers. Their skills may offer ideas you have not thought of.

Consulting Stakeholders

People who use services, their families, or advocates can propose solutions that professionals might overlook. They offer a unique view of what could help.

Analysing Root Causes

Understanding the problem in depth helps you find specific solutions. Use “root cause analysis” methods like the “Five Whys” (asking ‘why?’ repeatedly to dig deeper). Solutions become clearer as you see the underlying issue.

Examples: Areas Where Solutions May Be Needed

Sometimes, problems fall into predictable areas. Here are common issues and solution types.

Staffing Issues

• Adjust shift patterns
• Improve recruitment or induction
• Use agency or bank staff
• Upskill existing staff

Environment Problems

• Rearrange furniture for easier movement
• Install better lighting
• Use assistive technology
• Redesign communal spaces

Care Delivery

• Change a care plan approach
• Offer staff refresher training
• Increase supervision
• Use team leaders for specific tasks

Communication Barriers

• Use picture cards or communication aids
• Arrange more frequent meetings
• Bring in translation services
• Provide training in effective communication

Medication Errors

• Change to electronic medication records
• Introduce double-checks
• Give extra training
• Involve pharmacy services

Falls Prevention

• Adjust staffing during risky periods
• Fit non-slip flooring
• Run exercise sessions to improve balance
• Review medication that might increase falls risk

Considering Different Types of Solutions

Sometimes, the answer is not always about changing people’s behaviour. Other options include:

• Changing the environment (lighting, layout, accessibility)
• Using new technology (alarms, e-records, mobile devices)
• Clarifying or introducing new policies (procedures, checklists)
• Improving skills and knowledge (training, mentoring, e-learning)
• Building better communication (handovers, updates, meetings)

Not all solutions need extra funding or new equipment. Sometimes simple changes have big impact.

Balancing Cost, Time, and Impact

When gathering potential ideas, make a note of:

• Cost: Is it affordable in your budget?
• Time: Can it be put in place straight away, or will it take months?
• Resources: Do you already have what you need?
• Training: Will staff need new skills?
• Acceptance: Will people embrace or resist this change?

Listing these factors helps you compare and prioritise later.

Risks and Unintended Consequences

Each solution brings its own risks. For example, increasing agency staff can fill rota gaps but may lower consistency of care. Make a brief note of risks for each idea, even at this early stage. You will consider these in full before final decisions.

Short, Medium and Long-Term Options

Offer some solutions for immediate action (short-term), some for review over time (medium), and others for longer planning.

• Short-term: Cover a rota gap with agency staff
• Medium-term: Recruit more permanent staff
• Long-term: Develop staff to progress into hard-to-fill roles

This mix gives flexibility if priorities change.

Working Example: Reducing Falls

If your service faces an increase in falls, a range of solutions might include:

• Immediate: Increase staff observation during busy times
• Environmental: Move furniture to remove trip hazards
• Technology: Use sensor mats for at-risk people
• Policy: Update risk assessment process
• Training: Provide refresher sessions on moving and handling
• Physiotherapy: Bring in a specialist for exercise sessions
• Communication: Brief staff daily on who is at most risk

Each solution can be combined or offered as an alternative.

Recording and Presenting Options

Make a simple table or list for each challenge you encounter. Include:

• Description of each solution
• Who suggested it
• Anticipated benefits
• Possible problems
• Likely resources needed

This be used in meetings, action plans, and reports.

Listening to Feedback

After outlining solutions, ask for opinions. People using services, their relatives, and your team may suggest adjustments or highlight concerns you had not seen. This makes people feel involved and gives new ideas.

Review and Adapt

Solutions tested before in one setting may not work in another. Be prepared to adapt. Use pilot schemes (small test runs) before committing to wide-scale change. Review results and continue to identify fresh solutions if needed.

Making Options Inclusive

Solutions should consider:

• Accessibility for people with disabilities
• Cultural preferences or beliefs
• Language and communication needs
• Different staff experience and skills

Everybody should be able to benefit, not just a few.

Keeping Records for Accountability

Document how you identified your options, including the sources, consultations, and methods. This is proof of a systematic, fair approach for regulators or inspectors. It also means you can return to alternative solutions later if first choices do not work.

Final Thoughts

Identifying a broad range of potential solutions is a crucial step in effectively addressing challenges and improving care. By exploring multiple options, you increase the chance of finding the most practical, safe, and acceptable approach tailored to your unique setting and the people you support.

Engaging a variety of perspectives—from staff to service users and specialists—not only enriches the pool of ideas but also fosters ownership and collaboration. Remember to balance factors like cost, time, resources, and risks to make informed decisions.

Flexibility is key: no solution is perfect from the start. Be ready to test, review, and adapt your choices over time. Keeping thorough records ensures transparency and accountability, while inclusivity guarantees that solutions work for everyone involved.

Ultimately, considering many options strengthens your leadership, promotes innovation, and leads to better outcomes for both services and individuals.