Problem Solving 2.0

This site is dedicated to the enhancement of problem solving capability in organizations. As a nation —  as a nation of businesses — we face problems of greater complexity, with often torturous histories, with larger and more contentious sets of stakeholders, and sometimes with painful tradeoffs rather than clean solutions. While the site focuses on the concepts behind better problem solving, there is also a brief description of services available.

There are four paths through the site, but you can also take the one screen tour and then check out the site map.

Most problem solving in today's organizations is under a classic model, let's call it Problem Solving 1.0. This model is a set of tools for helping groups work together. It includes tools for encouraging creativity, managing differences of opinion, exploring options, making tough choices, cultivating consensus, and the like. It is wrapped around a linear, rational model of seeking out causes and changing them. It is a good start, and we need something much stronger.

Problem Solving 2.0 is about truly understanding problems better. As valuable as group consensus may be, it has the risk of appearing like progress, when it is only agreement on a narrow or biased view. The term 'GroupThink' was invented to capture the downside of over emphasizing consensus and teamwork to the detriment of incisive thought. With greater problem complexity, the chance of consensus around a faulty understanding of the situation becomes more likely ... and more dangerous.

With a more sophisticated understanding of the essential nature of a given problem, we do not have to choose.  We can build a process that addresses both the essence of the problem and the best process for supporting those trying to solve it.

Picking a path that fits your interests.

This site defines 8 types of problems, each of which has its own unique solution requirements, its own process, and its own associated roles. Our most fundamental assertion is that determining the essential nature of a problem is the first and most powerful decision to be made in problem solving. You will learn how to make that determination quickly and reliably.

The ideas presented are applicable in other arenas (marital therapy, public policy, social problem solving, etc.) but the focus will be on organizations for now.

There are four paths you might take on this site, and I suggest you start with an explanation of those options as your next step.

About the site.

The site is maintained by
Jerry Talley.

For many sites, the value is in the pieces assembled. For this site the value is in the whole; consequently the path through the various pages is more structured than usual. Often there is a series of 3-4 screens that are all part of a coherent line of thought. You can also jump to the Site Map and pick your own way around.

The site is also fairly text-intensive, so the only graphics you will find are those needed to support the text.

There is the traditional navigation bar at the top of each page. That will get you to the 5 or 6 key pages, from which you can quickly get to almost any particular page you want.

You will sometimes find a button like [more detail] that indicates there is a PDF file you can open and print. Each of the problem types, in particular, has a file with full process notes on how to go about attacking that type of problem.

These files, like the web site, are copyrighted and all rights are reserved. I hope you might share copies with colleagues, but reproduction beyond a few copies is prohibited. All reproductions must contain the copyright notice.