The Anatomy of a Complex Problem How to identify and solve them

At the start of this year, I joined my local Toastmasters club.? Every toastmaster is required to give an icebreaker. ??A four-to-six-minute speech that takes the audience through a story about your life.? It’s less a chronological record and more a moment in time you feel best represents you. ?My icebreaker “that time I almost didn’t graduate from Penn State University and reneged on my contract with the United Stated Air Force.” ?The story is filled with a series of simplistic problems that snowball into a comedic set of complex ones. Largely perpetuated through my own ambivalence and negligence only to be resolved through my own unwavering determination and focus. ?More succinctly put, I expended a lot of energy to solve a problem that was largely avoidable. In my case, a few unpaid parking tickets resulted in my accidental disenrollment from the university. ?A disenrollment that flew under the radar for a year, only to have been identified five days before my graduation. ?The difficult part was my re-enrolment would take months to re-instate, I only had a few days. ?I was confronted with a worst-case scenario that threatened to unravel four years of hard work; resulting in me either having to enlist or pay back $60,000 dollars to the United States Military.? Neither were at the top of my to do list. ?A perfect example of a minor problem left unattended created a major problem that threatened my intended life trajectory. ?

I also learned the importance of paying parking tickets.

What is a Complex Problem?

Complexity by definition consists of many different & connected parts. ?A complex problem is an unwelcomed or potentially harmful situation that consists of many moving and connected parts.? ?Complex problems involve multiple stakeholders and are not contained to a specific domain and spread across multiple. ?Complex problems are labyrinths, there is a resolution, but it requires creative and concerted navigation. ?This differs from simple or even difficult problems. A challenge may be difficult to solve, but the resolution pathway is linear, it’s contained. This is not the case with complex issues. Like the iconic iceberg visual, 95% of the iceberg remains hidden from sight, many aspects of a complex problem, without investigation also remain hidden.

Why Does this Distinction Matter?

Complex problems don’t solve themselves; they don’t work themselves out in time.? They compound into much larger issues. Which overtime adversely impact, thwart, or harm what you are seeking to achieve.? This can be both professionally and personally.? They can range from avoiding, or putting off that critical digital transformation project, failing to adapt a business model, or ignoring market signals and their implications.? Our personal lives are not immune either. ?The avoidance of contending with an emotion, not pursuing what you truly want, or succumbing to someone else’s view of who and what you should be, also qualify.

Irrespective of the domain, they are problems that beckon our attention and resolution. If unresolved, they will continue to compound. ?Similar to how an unpaid parking ticket, or tickets, can threaten a much larger, and unrelated objective. ?Unlike their simple and difficult counterparts, complex problems have tentacles; their reach extends into areas, unforeseen.

How do you spot a complex problem?

Typically, complex problems have the following hallmarks:

·?????? Not easily defined or contained to a single issue

·?????? Involves multiple stakeholders (that may not share the same view of the problem/ or challenge)

·?????? Compounding, continuously evolving & ever changing

·????? Multiple resolution pathways are needed & evolve overtime

How do you solve a complex problem?

The first step to any problem is acknowledging you have a problem. The second is understanding its magnitude. ?A Harvard survey completed by 106 executives, across 17 countries found that 85% of the executives, felt their respective organisations were poor at defining problems.? While they were adept at solving problems, they were often solving the wrong problems. The organisations were dedicating time and resources to the resolution of a symptom rather than the problem. ?

Problem identification can be tricky.? For organisations this means having a vigilant eye across the value chain, cultivating a culture of trust through employee empowerment, and making productive use of organisational data.? Creating avenues to recognise the canary in the coal mine. ?For individuals this means fostering a regular practice of self-reflection, awareness, and honesty. ??Acting when you feel inclined to, rather than putting it off for another day, or hoping the issue will dissipate on its own. ??

If you are contending with a complex problem here are a few steps you can take to resolve it:

1.???? Recognising that you have a problem/challenge

2.???? Understand it’s magnitude (how far reaching is this?)

3.???? Know the opportunity cost (What if I do nothing?)

4.???? Know your stakeholders (Who is part of the problem & who is required for the resolution?)

5.???? Identify the resolution pathways (and many scenarios that may play out)

6.???? Devise a plan

7.???? Act

8.???? Refine & adapt overtime

I will conclude this article as I concluded my icebreaker “Life has taught me that no matter how great the odds stacked against you, even when you are actively stacking them yourself, never give up. With persistence and a bit of grit, the universe will find a way to conspire in your favour, this I know.” A statement I fully believe to be true, but I’ve also learned that perseverance and grit don’t always have to be part of the equation. Sometimes forward thinking and managing the simple problem is just as effective.