Three Domains of Problems

Although eventually we will deal with 8 problem types, they fall naturally into 3 clusters or domains. Those coarser groups are a useful way to identify the problem type for a specific situation.

In these problem types, we are confident that a solution exists, so we find the problem frustrating or challenging, but not intimidating or frightening. There is a sense that if we only had a few key pieces of information, or a little time to sort it all out, a superior solution would most certainly emerge. The answer may be objective or subjective, but it most surely exists. The resolution can be found once people assemble the relevant information, expertise, resources, and preferences.

There are two problem types in this domain:

• Problems that are Puzzles (technical problems with objective answers; rational methods or techniques)
• Problems that are Too Rich (artistic or visionary problems with subjective answers; intuitive methods)

These problem types are characterized mostly by confusion and complexity. There are powerful and sometimes mysterious dynamics at play that make understanding elusive and change almost hit-'n-miss. Things seldom go as planned; often take surprising turns for the worse.

Often initial efforts to solve the problem only made things worse, or had no impact whatever despite the expertise and good will of all involved.

There are 3 problem types in this domain:

• Problems with Uncertainties (dealing with multiple futures)
• Problems that are Dilemmas (being committed to 2 incompatible but essential goals)
• Problems with a Life of Their Own (large systems with an almost organic life)

Dangerous Problems

These problem types are characterized by disagreement and conflict. The definition of a good solution -- or even of the problem itself -- is the subject of heated and even violent debate. Such problems often feel volatile, as if they could get out of hand easily.

There are 3 problems types in this domain:

• Problems with Many Voices (multiple stakeholders with conflicting interests)
• Problems of Our Own Making (powerful people making erroneous assumptions)
• Problems that Bite (deep seated conflicts with long, bitter history)