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Problem Frameworks
Problem Frameworks
Can problems be broadly categorised as Identified and Created Problems?
IMHO: Problems can be broadly categorised by whether they are:
Identified: issues that are already present and need to be recognised and understood, e.g. knowledge gaps, existing challenges, or circumstances that have become problematic over time. Examples:
A company's decline in market share.
A disease or injury that requires diagnosis and treatment.
A gap in existing research that needs to be addressed.
Created: problems arise from new situations, actions, or decisions, e.g., unintended consequences of previous solutions, new technology or processes, or a shift in circumstances that renders old solutions ineffective or creates new challenges. Examples:
A new policy that, while intended to solve an issue, creates another.
A flawed decision that leads to a negative outcome.
The implementation of a new technology introduces unexpected complexities.
Below are well-known problem frameworks:
Keith Grint's Model:
Identified 3 types of problems - Tame, Critical, and Wicked.
Tame problems have a tried and tested solution that can be used; a clear picture of the solution, and then work back from that end-state. Solution: manage an existing process to get the best result.
Critical problems offer little time for decision-making and action; they are urgent and immediate issues. Solution: take command and be decisive to win quickly.
Wicked problems are complex and have no right or wrong answer; there is no stopping goal, and the problem is never really solved; it just changes. Solution: be flexible, creative and pragmatic.
Cynefin Framework:
Places problems into one of 5 categories: Clear/Simple, Complicated, Complex, Chaotic, or Disorder.
Clear/Simple:
These problems have known solutions, i.e., 'known knowns' and can be responded to with best practice because the cause-and-effect relationships are obvious.
Clear problems are heavily process-driven.
Dangers with clear problems is complacency, thus leading to a failure of noticing minute changes.
Complicated:
Domain of experts and fall into the 'known unknowns' as the problem must be analysed before a solution is implemented, as multiple solutions may exist.
Requires a deep knowledge of first principles and proper experience, allowing specialists (doctors, engineers, lawyers) to find options and solutions.
Complex:
These problems exist in environments that are constantly changing with multiple variables, i.e., 'unknown unknowns.'
These problems can also be of the 'wicked' variety, where the least worst solution is needed as there are no 'good' solutions.
These problems require true creativity - entrepreneurs and start-ups fall into this category; traditional top-down, command and control, management styles cannot solve these problems, as they require a more experimental approach.
Chaotic:
Since there is no order, there are no obvious cause-and-effect relationships.
Similar to the 'Critical' Grint model problems, these require a more directive and command leadership approach; first impose a sense of order and lead carefully to the solution.
Disorder:
It is not clear where a problem exists; the problem is not properly understood, or the challenge has aspects that sit in multiple domains.
Focus on gathering data to better understand the issue and break down the problem so that each element can be solved within its relevant domain.
Cyneflin Application Summary:
If the problem is clear and the solution known, find and apply best practices.
If the problem is complicated, then expertise can find solutions from first principles.
If the environment is complex, emergent ideas can be found through experimentation.
In chaotic situations, a rapid response is needed to establish some order.
In disorder, break down the problem further to assign each part to the problem categories above.
Problem-Solving Cycle
Problem-Solving Cycle
Problem-solving requires correctly identifying the cause to identify and implement the best solution for sustained results. Two common problem-solving techniques:
However, at a high level, problem-solving is a cyclical process:
Define the Problem
Diagnose the Root Cause
Identify & Implement a Solution
Sustain the Results
1 Define Problem
1 Define Problem
Identify facts, not opinions in order to focus on the problem & not symptoms.
Involve all stakeholders affected & ask subject matter experts to better understand the involved processes, tools, persons, or issues.
Collect and analyze supporting data (qualitative and quantitative).
Answer these descriptive questions:
What (what happened)?
Where (point of detection)?
When (date/time of detection)?
How (many/much - impact)?
Who (detection only, not cause)?
Why (high-level) - Why is this a problem?
2 Diganose Root Cause
2 Diganose Root Cause
Root Cause - refers to the core issue (at the highest-level cause) that leads to the problem defined.
If not accurately identified, any applied solution will only provide temporary relief.
Thorough probing into root causes will reveal broad, fundamental issues; complex systems may have more than one root cause.
Solving a root cause at a deep, fundamental level often will solve other related issues.
Root Cause Analysis (RCA) is a collective term describing a range of approaches, tools, and techniques used to uncover causes of problems & direct corrective action.
Questions:
What other causes were studied and eliminated?
How was the cause verified?
3 Identify & Implement Solution
3 Identify & Implement Solution
Generate Solutions
Postpone selecting a solution until several alternatives are identified (short & long term solutions).
After identifying the first, try to improve on the solution. Consider combining 'OK' solutions to create a better solution.
Evaluate the following:
What potential solutions have been evaluated?
What methods were used to encourage creative solutions?
Are there any constraints preventing the selection of a solution?
How does the solution(s) address the root cause?
What are the possible problems with the solution and are there any contingency plans?
How will the planned solution be communicated?
How will the plan be monitored?
What criteria will be used to gauge the success of the solution?
Choose the Best Solution
Use data collection, analysis and decision-making tools (e.g. decision matrices) to evaluate the best solution.
Evaluate the following:
How well/effectively the solution will achieve the desired results.
How successfully the solution can be carried out (how achievable it is).
Whether enough info has been gathered to choose the best solution.
Were the alternatives considered without bias?
Whether a solution will solve the problem without causing other unanticipated problems.
Will the stakeholders involved accept the alternative?
Whether the solution fits within the organisational constraints and strategic goals.
Whether the stakeholders implementing the solution (including clients & vendors) need to be included in the decision.
Plan the Change & Implement
Solution implementation is easier with a carefully developed plan (what, who, and when).
Leadership needs to communicate the plan widely, often, and clearly, and how it will affect operations and groups. It is important to "sell" the solution and facilitate the implementation with the help of others; more effective to gain buy-in as well as support and minimise the resistance of subsequent changes.
Identify any potential obstacles/barriers and decide on the most effective mitigation measures or actions.
Plan for and document for 'worst-case' scenarios, human elements that may affect implementation success (e.g, those who feel threatened and whether the new procedures will be difficult to remember).
Important:
If possible, pilot the solution on a small scale first; choose a typical subset and avoid any with big or unusual obstacles and plan to continue the test sufficiently to observe & note problems.
During implementation, pay attention to unexpected observations and ensure the solution does not appear to create additional problems.
NB: Change Management (small or large) involves many considerations and methods.
4 Sustain Results
4 Sustain Results
Build feedback channels into the implementation to allow continuous monitoring and testing of actual events against expectations.
If the solution did not meet the intended objectives, it may because of:
Poor execution - return to step 3 & rework the solution's implementation.
Poor solution developed - return to step 3 to generate and choose a better solution.
Wrong cause attacked - return to step 2 to identify the right cause.
If the solution solved the problem and achieved the targets, the solution must be standardised to ensure the changes are made consistent and routine to avoid the problem recurring.
Document the solution/procedure(s) to assist with training, ongoing control, and provide a reference point.
Publicise and share the benefits of the new solution/process to promote 'buy-in' and make the change as easy as possible for everyone.
Recognising and rewarding the people involved in the process improvement initiative can also help sustain positive results by boosting employee engagement.
It is also key to take any lessons learned from solving the problem and see whether they can be applied to improve any other processes at the organization.
References
References
Cynefin Framework: https://therightquestions.co/the-four-types-of-problems-and-how-to-solve-them
Keith Grint Model: https://therightquestions.co/wicked-problems-vs-tame-and-critical-issues
American Society for Quality - Problem Solving: https://asq.org/quality-resources/problem-solving
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