We’re rubbish at defining problems
When we are looking for a solution to a problem, it helps to know what problem we’re trying to solve. And yet most of us are pretty rubbish at defining problems. We spend so much time in our heads ruminating the problem we shut down our ability to think expansively about it.
Edward de Bono outlined two ways of thinking, vertical (which largely comes naturally to us) and lateral which often requires a little more effort.
In today’s fast-paced world where businesses are trying to resolve issues as quickly as possible, where ‘time to value’ is becoming a buzz-phrase, where spending as little time as possible making decisions is often encouraged, we are at risk of finding amazing solutions for the wrong problems.
I see this in so many places, including in the software space. We identify a problem that we believe has a software solution, and so we go off looking for the solution. We fail to spend any time “sitting” with the problem and getting to know exactly what is the real problem we’re trying to solve.
Consequently, we end up implementing a solution that does the job, almost does the job or sometimes, doesn’t even do the job, rather than a solution that presents a step change and significantly enhances our capability, productivity, experience, offering (insert whatever problem you think you’re trying to solve).
Albert Einstein is quoted to have said
“If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it,”
and yet we rarely give ourselves permission to do this. We feel ‘thinking’ about the problem isn’t time well spent when we should be out there trying to find solutions. Most of us find it easier to get on with the ‘doing’ than spend time in the ‘thinking’.
Some of the problems where I’ve seen this happen recently include:
We need to simplify our pricing
We need a better financial reporting tool
We need to re-develop our website
If we’re not careful we spend too much time researching solutions and gathering data to inform solutions, rather than fully discussing and investigating the nature of the problem itself.
Henry Ford is often misquoted as having said
“If I had asked people what they wanted they would have said faster horses”
In fact, there is little, if no evidence he ever said this, and it illustrates the point; if we rush to identify solutions to the first problem we identify, we can miss a much bigger opportunity.
I have partially learnt my craft in this space from David Hall, of the Ideas Centre. At one of his workshops, a team shared their problem. Initially, the problem statement was “How can we provide waiting room space for wheelchair access given the small waiting room which constrains us?
After exploring the problem further, the problem was restated as – “In what way might we reduce waiting times?” They had, by focusing on problem exploration, discovered that space in the waiting room is only an issue if people are in there for any length of time because it creates a build-up. If there is nobody waiting in the waiting room, or at least they are there for a very short period of time, the issue disappears.
As you might imagine, the possible solutions to the first question will be very different from the possible solutions to the second.
Sometimes we need to stop and look expansively at the problem. To find the breadcrumbs which will help us uncover the unknown part of the problem and therefore which will ultimately lead to a solution in the sweet spot.
Do you have examples where the wrong problem has been solved? If so I’d love you to share them.
