Are We Solving Right Problems

My Thoughts on Solving Right Problems - Based on My Experience.

Probably quite good, if managers are like those at the companies, what they struggle with, it turns out, is not solving problems but figuring out what the problems are.

One of the survey reports says 80% strongly agreed or agreed that their organizations were bad at problem diagnosis. The path followed by respective authorities is spurred by a penchant for action, managers tend to switch quickly into solution mode without checking whether they really understand the problem.

Part of the reason is that we tend to overengineer the diagnostic process. Many existing frameworks are quite comprehensive. When properly applied, they can be tremendously powerful. But their very thoroughness also makes them too complex and time-consuming to fit into a regular workday. The setting in which people most need to be better at problem diagnosis is not the annual strategy seminar but the daily meeting, so the need is of a tool that don’t require the entire organization to undergo weeks-long training programs.

But even when people apply simpler problem-diagnosis frameworks, such as root cause analysis and the related 5 Whys questioning technique, they often find themselves digging deeper into the problem they’ve already defined rather than arriving at another diagnosis. That can be helpful, certainly. But creative solutions nearly always come from an alternative definition of the problem.

Framing and Reframing problems within an organization is crucial for effective problem-solving and decision-making processes. Here's a detailed point-to-point guide on the right way to frame and reframe various problems:

• Identify the Problem
• Understand the Context
• Analyse Root Causes
• Frame the Problem Statement
• Consider Different Perspectives
• Reframe the Problem
• Broaden or Narrow the Scope
• Explore Alternative Solutions
• Evaluate Risks and Benefits
• Select the Best Solution
• Implement and Monitor Progress
• Learn from the Process

By following these steps, organizations can effectively frame and reframe problems to facilitate better decision-making and achieve desired outcomes.

Few More Practices for Effective Reframing

Of course, not all problems are that simple. Often multiple rounds of reframing—interspersed with observation, conversation, and prototyping are necessary. And in some cases, reframing won’t help at all. But we won’t know which problems can benefit from being reframed until we try. Once we’ve mastered the five-minute version, we can apply reframing to pretty much any problem you face.

Here Are The Said Practices:

• Establish legitimacy.
• Bring Expert from Outside into The Discussion.
• This is the single most helpful reframing practice.
• Expect Input, Not Solutions.
• Get people’s definitions in writing.
• Ask What’s Missing.
• Consider Multiple Categories.
• Question The Objective.

Summary

Powerful as reframing can be, it takes time and practice to get good at it.

In leading more and more reframing discussions, you may also be tempted to create a diagnostic checklist.

Finally, combine reframing with real-world testing. The method is ultimately limited by the knowledge and perspectives of the people in the room.

The next time when we face a problem, we should start by reframing it—but should not wait much long before getting out of the building to be looked into by our customers and prototype these ideas. It is neither thinking nor testing alone, but a marriage of the two, that holds the key to radically better results.

?End of The Document………………………………………………………………………

?