How You Define a Problem Shapes Your Possible Solutions

Every project is meant to solve a problem, improve a situation, or capture an opportunity. Before developing a solution, be clear about the problem you aim to solve as well as what solution methodology you will use.

 Many widely accepted problem analysis methodologies are available, such as the Fishbone Analysis, the Five Why Questions, basic TQM tools, and Value Stream Mapping.

No matter which methodology you use, be sure to invest time in early problem identification and analysis to zero in on the problem you aim to solve. It is better to solve the right problem poorly than to solve the wrong problem well. And as Peter Drucker reminds us, “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”

A problem is simply a project in disguise. Dig to find the root causes and the right problem to solve. Consult with stakeholders by asking questions such as the following:

•  What do you see as the fundamental problem?
• Why is this a problem?
• What makes it a problem, and for whom?
• Who “owns” the problem? The solution?
• What are the root causes of the problem?
• What are the consequences if we ignore the problem?
• How will we know when we have solved the problem?

Take time to carefully diagnose the problem because the way you define the project shapes the scope and range of solution options.

Zoom in on the Right Problem

A classic story told by the legendary systems thinker Russell Ackoff proves the point that unless you zoom in on the right problem, you risk solving the wrong problem.

Tenants in an aging 20-story Chicago office building complained about the long wait for elevators in the lobby. Mary, the owner of the building, became concerned that her small number of business tenants would relocate to a newer space.  Her goal was to keep tenants happy so they would not leave.

Maria hired a consulting engineer to solve the slow elevator problem. The elevator was too old for upgrading so the consultant recommended a replacement elevator system. Maria gulped at the $300,000 price tag—fearing she could not increase rents to cover the cost without losing tenants.

The Value of Different Perspectives

Fortunately, Maria got a second opinion. Rather than automatically accepting the problem as “The elevators are too slow,” this creative consultant suggested the real problem was that “Tenants get bored while waiting.” His recommended solution: Entertain and distract tenants so they would not mind the long wait.

Following his advice, Maria renovated the lobby, installed television monitors tuned to a comedy channel, and mounted mirrors by each elevator so people could preen themselves while waiting. This “jazzed-up lobby” solved the problem for just $30,000, which was ten percent of the cost of the new elevator option. This solution satisfied the tenants, which delighted Mary. The dramatic savings was worth taking time to find the right objective to address, instead of adopting the first solution that came to mind.

These two alternate solution approaches illustrate two different strategies to reach the same Goal.

Two Alternate Solutions to Reach Goal

Engage others in defining the core problems and potential Objectives from multiple perspectives. Remember, it is better to partially solve the right problem than to fully solve the wrong problem.

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