Framing the Problem
The likely success of efforts aimed at solving a problem will vary with how the problem is formulated. Whether you are thinking of deciding on a course of action yourself, of consulting with others, or of chairing a meeting aimed at solving the problem, the likelihood of a satisfactory resolution depends on the way in which the problem is formulated in your mind and/or communicated to others. Following are some "rules of thumb" for formulating problems:- Make sure that you are dealing with a problem rather than a solution. Unless you can think of more than one solution to your problem, you should view it as a solution. It makes little or no sense to waste your time or that of others pondering what to do about those issues in which there are no viable options. However, it is quite possible that you are seriously underestimating the amount of latitude that you have in this situation. Your area of freedom or discretion may include many alternatives other than the solution on which you have fixated.
Ask yourself what is the problem which your solution is intended to solve. You can probably think of a variety of problem definitions which vary in the richness and variety of solution possibilities. In general, the broader the problem formulation, the more productive. However, your problem formulation should not exceed in breadth your own area of freedom and what you have the freedom and resources to implement.
- Transpose choices into problems. It is common for people to frame problems in terms of choices. "Should we adopt a problem of affirmative action or not?" "Should we do the job the new way or the old way?" In such instances it is helpful to identify the problem to which these choices are addressed. It is likely that there are alternatives other than those specified in the choices which are worthy of considerations.
- State problems in terms of gaps between where you are or what you have (i.e., the present state) and where you would like to be or what you would like to have (the desired state). Whether the gap is large or small, the purpose of the process is to eliminate it.
If the "desired" state is not, in fact, desired by the group that you are considering involving, you may wish to consider further broadening the problem until a mutual interest is found. For example, an unpopular objective such as "reducing head count by 30 percent " may be replaced by "achieving profitability by year's end."
- Don`t locate problems in the capabilities or motivations of the group that you seek to involve. If you see the gap between present and desired states as caused by the abilities or attitudes of others, it would be well to reformulate the problem so that the discrepancy is clearly caused by situation or circumstance rather than personal dispositions.