Exploring the Problem

Do we really have a problem? Is it ours to fix? What are our unconscious assumptions or models in viewing the problem? Would we see something dramatically different from a different perspective? What do we know for a fact about the problem? How would we define the essence of the problem? Do we understand the problem well enough to start considering possible solutions?

These are the questions that shape this critical step. Despite the temptation to rush to solutions, in this phase of the work the emphasis is on understanding, without the pressure of even tentative commitment to a certain outcome. The descriptions below define some of the key activities in this phase, although they seldom occur in the order suggested or even neatly separated from each other. The discussion can be loose and informal, but it should touch on each of the following.

If you prefer a less conceptual approach, there is a dramatic script that exemplifies how this segment of problem solving might look in a business setting.

Is there another way to look at this?
Would others see it differently?
What assumptions are implicit in how we think about this situation?

We are always active participants in selecting and shaping the things we supposedly merely perceive. We do not see the world "as it is", we see it as we want it to be, or as we expect it to be, or as we allow it to be.

For example, the father sees a rebellious 14-year-old son who has lost respect for his elders; someone else might see a young boy testing his mettle against the only adult with whom he feels safe enough to explore and maybe stumble. The senior executive sees employees too timid to be creative; the staff see an executive who asks for creativity but harshly punishes mistakes, so it makes perfect sense to be cautious, and to get approval beforehand. One manager sees project leaders cultivating different management styles depending on the project's needs; another manager sees a lack of process sophistication leading to redundancy, waste, and confusion. Some staff admire their senior leadership for being candid about their tough financial situation; others resent the attempt to use financial reports to wring even more concessions out of them.

The goal here is not to decide who is right or wrong, but only to acknowledge the different perceptions. The only error is not owning our slant or filter. The presumptions that are viewed as "fact" cannot be challenged or examined. The benefit is not simply being honest, but in stripping away layers of assumption and stimulating new views of the situation.

In this segment, we need to set aside the biases and suppositions we surfaced earlier and push for more objective analysis. What do we actually know about the problem at hand? What does the data say about some of our assumptions, fears, guesses, etc? What information might we gather that would extend our understanding? What historical trends are evident if we look across time? Are there any regular patterns in the behavior of the problem?

Suppose, for example, that market share is slipping. Some may focus on the skills of the sales force. Others will point to more aggressive tactics by competitors. Or maybe our product is less attractive than it was a year ago? And it wouldn't hurt if Marketing did a better job setting up the sales possibilities.

If we kept asking, we could easily find another half dozen perspectives on the problem. None of them would be right or wrong, but at this point, they are all premature. They are all pointing toward a solution, without really illuminating the problem. What does "slipping market share" mean? What would happen if it continued to decline? Or simply remained lower? Is it the loss of income that is problematic? Or the loss of reputation? Are we losing market share, or just finding our niche? Is the problem our stumbling sales? Or is it our reluctance to envision the next stage of the company and shift to the next generation products?

Recall the apocryphal story of the big rig that is a mere 2" too tall to get under the highway overpass. Is the overpass too low? Or is the truck too tall? If you take the first option, you are stuck! If you take the second, you let some air out of the tires and then reinflate them on the other side.

This first phase is over when the participants are certain that they have a genuine problem (i.e., it did not evaporate under closer scrutiny), that it is theirs to take on (exploration did not suggest it really belongs to someone else), and they feel confident enough of their understanding to begin considering options, which is the next step.