A Problem to Solve

It is frustrating to clearly have a problem, but have no clarity on where to start, what exactly is going on, or who has to be involved. This page will use selected samples from the entire site to give you an abbreviated tutorial in applying the model to a specific situation. You can click on the links in the right column, and then use your browser's <BACK> button to return here.

Not every painful situation constitutes a problem. And not every comfortable situation should be left alone. The first step is deciding if you really have a problem or not.

This portion of a broader "theory of problem naming" addresses whether something is a legitimate problem or not.

Before you dive into solving a problem, be clear about your role in the process. Are you the expert? The one accountable? Are you the leader hoping to empower your staff? Few things can compromise a successful problem solving effort more than widespread confusion about appropriate roles.

This page will define the different perspectives you might take in addressing your situation of concern.

More important, you need to challenge the role you imagine you are playing; you could be part of the problem!

The first step is to expand on your description of the situation. The most difficult part of this exercise is to set aside your initial understanding of the situation and let yourself start from scratch. Most importantly, set aside your assumption that you know the right class of solutions (training? process improvement? re-structuring? role clarification? more resources?) and return to the problem situation itself, independent of any eventual solution.

This page describes how to characterize a problem without hobbling the problem solving process (i.e., micromanaging").

This page explains some of the common but flawed frameworks you might want to avoid in thinking about your situation.

Each problematic situation is a combination of 8 different problem types. It may be 2 or 3 types mixed together, but one type will still provide the best point of entry. Once you find the best type, it is linked to process descriptions as well as outlines of the needed solution.

This page will give you a quick overview of the 3 clusters that contain the 8 problem types.

This page provides a definition of all 8 types along with examples.

The pressure to "do something" is so strong in our results-oriented culture that most problem solving efforts suffer from a truncated or shallow process. Like so many other endeavors, you need to go slow so you can go fast.

This page will provide a short overview of the problem solving process. It includes problem solving within an organizational hierarchy, which may be more elaborate than you need.

Once you have a specific type that seems like the best starting point, use that type to isolate the following:

1. The essential features of the situation that must not be ignored
2. The best role of the senior executive or sponsor involved
3. Whether there is a critical role for a neutral facilitator or not
4. A definition of the best process steps
5. An outline of the solution, that is, the elements that must be created before you are finished

Each of the problem types listed below provides a fuller definition as well as a PDF file with complete process notes.

Problems that are Puzzles
Problems that are Too Rich
Problems with Uncertainties
Problems that are Dilemmas
Problems with a Life of Their Own
Problems with Many Voices
Problems of our Own Making
Problems that Bite