Albert Einstein once said that the formulation of a problem is more essential than its solution. The reasons are many. The solution to your problem may make another problem elsewhere in the organization more difficult to deal with. Failing to understand root causes yields superficial problem statements. This can lead to mediocre solutions to problems that are only symptoms of the real, deep-seated issue. Poorly thought through solutions could eventually be the root cause of an even worse future problem. From the perspective of your business strategy, not understanding your customer’s true needs for solutions can, in a few years, make you a marginal, low impact factor in your markets. Good problem solving, in terms of both skills and a robust process, is crucial to your success!

Need to know: The best thing you can do to be a good problem solver is develop the practice of writing down what you think the problem is. Writing fosters clear thinking. Answer these questions as you refine your understanding of the problem:

  • Has my problem statement correctly and fully identified the root cause?
  • What goals do I want to achieve with the solution to this problem? What would an ideal solution accomplish for me? What is a “good enough” solution that will get the job done enough to satisfy my needs? (There is often a significant cost differential between these two levels. The costs of the ideal solution can be prohibitive.)
  • Problem situations normally involve and impact others. Who are these people and how does the problem impact them? What would they want to see from a solution to my problem?
  • Once I have answered the preceding questions, do I see a need to reframe the problem that provides a better formulation?

Why it matters: There are pitfalls that you need to avoid:

  • Rushing to solution with the first option or first rendition of a problem statement often leads to suboptimization, bad or incomplete solutions, or solutions that create an immediate new problem.
  • Not thinking hard about root causes you to miss the target.
  • Solving a problem before you fully understand it is one of the worst mistakes a leader can make.
  • A good problem statement:
    1. Focuses on an issue that really matters.
    2. Connects to a goal you want to achieve. Problems are not solved in an organizational vacuum. Be deliberate about connecting the statement to your goals.
    3. Includes a clear and measurable articulation of the target. This will include the current state and the gap between it and the problem-free future state.
    4. Remains neutral. Does not favor biases toward particular root causes or potential solutions.

Don’t allow the statement to “rig” the outcome.

  • States the scope of the problem, avoiding being too narrow nor too broad.

Going deep into the process: If, in the process of framing the problem statement you realize you need to reframe, do the following:

  • Remember, reframing is synonymous with digging deeper. The need arises when we realize:
    1. We have not fully considered the needs, goals and potential impacts of the problem on others in the organization.
    2. Ask: are we really pursuing the right goal? Is there a better one?
    3. Can we formulate the problem in a way that makes it easier for us to do something about it?
    4. What are the assumptions behind our problem statement? What if some or all of them were not true? (This goes back to finding the root cause(s).)
    5. How would an outsider describe the problem? Would getting a different perspective help?
  • Often, during the process, ask these questions:
    1. Have we learned something new about this problem that we didn’t know when we started?
    2. Is this still the right problem to solve?
    3. Is our reframing of the problem better than what we started with? Check the five characteristics of a good problem statement above if you don’t know.

Takeaways:

  • Write down your problem statement. Check for:
    1. Root cause
    2. Goals—include parameters for ideal solutions and good enough solutions
    3. Impact on others—what should the solution do for them?
    4. Always be asking—do we need to reframe?
  • Pitfalls:
    1. Rushing to solution
    2. Not going deep enough on root causes
    3. Not fully understanding the problem
    4. Poor problem statement
  • If you must reframe:
    1. Dig deeper
    2. Look again at impacts on others. Does this help them achieve their goals?
    3. Is this the right goal?
    4. Are the underlying assumptions still true?
    5. How would an outsider look at the problem?
  • Always be asking:
    1. What new things have we learned about the problem?
    2. Is this still the right problem to solve?
    3. Is the reframed problem statement better than what we started with?

As always, if you have questions or concerns about the material or want to discuss these ideas further, please reach out to me at [email protected].