Typing the Problem

Typing a problem means to offer an initial statement of the essential nature of the problem (captured in the 8 problem types explored elsewhere). It identifies the feature of the problem that cannot be ignored. Without at least an initial statement of the most likely problem type, there is no clarity on the most appropriate approach.

In an organization with a widely shared understanding of the problem solving types, this designation activates volumes of material about what to focus on, how to proceed, what a solution would look like, and what can be expected from executives and managers.

Elsewhere on the site, there is a description of the 8 problem types, organized under 3 general clusters. These are often the best entry point for typing a problem:

Basic Problems

Problems for which the problem space is well mapped. The situations are more frustrating than anything else; with time, talent, and resources, a good solution is highly likely.

Mysterious Problems

These problems are puzzling; we often wonder exactly what is going on. Often there is strong, positive intent for change, but the problem persists. Time and talent have already proven inadequate, and the push is for greater understanding.

Dangerous Problems

These are situations where disagreement and conflict have risen to an alarming level. There is a sense of disconnection, discord, and even the possibility of violence.

Typing a problematic situation is the precursor to framing a charter to the organization. A key role of leadership is to provide the direction to staff not only on what problems to solve, but the general guidelines for how to go about the task.

Each problem type requires a different charter, since it requires a different process in pursuit of a different solution.

If the leadership of the oganization merely demands a solution, the ambiguity of the directive is likely to result in false starts and duplicated effort. Worse yet, it will drive staff to return frequently to the executive ranks for approval of intermediate steps. With today's concern with empowering the work force and increasing accountability, a weak charter accomplishes the exact reverse!