How can you use the Kepner-Tregoe method to approach complex problems?

This first step appears to be deceptively simple, is usually ignored, but is absolutely critical. IS-IS NOT requires practice; you would, initially, end up with an unbalanced list. Eventually, when done right, you will cut scope creep and avoid heartburns.

As a Kepner-Tregoe consultant for a long time, I can confidently say that IS/IS NOT is not part of Situation Appraisal, but Problem Analysis :-) It is very powerful indeed. Regarding Situation Appraisal, this actually is a (or the) key process when dealing with complex problems. Reducing the complexity by making cause and effect visible, separating similar (but different) issues and clarifying vague information helps usually tremendously. Now having a clear overview allows to create focus on the high priority issues and plan next steps to resolve them.

Using situation appraisal to really understand what issues to tackle in what way will help save time and reduce frustration realizing which method to use to solve the issue(s) Situation Appraisal is used to be able to choose your next step. Not all issues are problems. Only when you have a deviation from a norm or normal, cause is unknown and you need to know cause a problem analysis in which you use the is/is not method is appropriate. If the situation appraisal shows you that you have a decision to make or to avoid a potential problem you can use decision analysis or potential problem analysis to help you through that process

From my experience as a KT consultant, there are various ways Problem Analysis helps when dealing with complex problems: 1. Understand the problem before jumping to cause(s) 2. Starting with the Object + Deviation to avoid unhelpful statements like 'not ok', 'doesn't work', etc 3. Adding structure to searching, documenting and communicating key problem information (What, Where, When and Extent) 4. Discovering gaps in available problem information (what don't we know yet, but should be very helpful if we would know) 5. Contrasting IS and IS NOT information to create focus in finding possible causes 6. Using the same IS/IS NOT information determine the most probable cause The above helps avoiding the typical 'trial & error' behaviour.

The Kepner-Tregoe method's second step is all about understanding the problem really well. To do this, you look at four main things: What: This is about spotting what's not going as planned or expected. Where: Here, you think about the place or situation where the problem pops up. When: This means figuring out the times when the problem happens or how often it does. Extent: This is about how big the problem is or how much it's affecting things. When you answer these points, you get closer to the real cause of the trouble. Then you can check your ideas against what's actually happening to see if you're right.

This step, I personally believe is the most crucial aspect as it brings perspectives, risk appetite into picture. The leadership mindset, organisation’s goals and strategy will drive the final decision, once a great decision may not be the optimal solution at that particular scenario. So choose the best solution and make it happen

A first step to becoming better at solving complex problems is realising what kind of complexity we are dealing with. Sometimes, it's not finding the cause which is hard, but the solving part that is complex. The latter was the case with COVID-19: knowledge about the virus, its rapid spread, treatment options, strain on healthcare systems, regulations, human behaviour, and not to mention the virus itself which kept mutating. Many problems that we call complex, in practice are not actually complex; they are complicated. These problems need to be unraveled and separated from each other. We often look at multiple problems simultaneously and lose sight of the bigger picture, making effective and efficient solving more difficult.