BA 2051: Impact Lab Problem Solving

Structured Problem-Solving Process

Begins with clearly identifying and defining the problem before moving to solution generation and implementation.

Problem Definition

A well-defined problem statement should specify the issue, scope, and impact. Use frameworks like TOSCA (Trouble, Owner, Success Criteria, Constraints, Actors) to ensure clarity and comprehensiveness.

Barriers to Effective Problem Identification

Be aware of confirmation bias, sampling bias, overgeneralization, and assumptions. Practice active listening and search for non-obvious data to avoid these pitfalls

Stakeholder Analysis/Map

Identify the interests, influence, and roles of all parties involved in the project. Distinguish between owners (decision-makers), actors (affected or influential stakeholders), and constraints (limitations or requirements)

Root Cause Analysis

Utilize tools such as the 5 Whys, problem trees, or logic trees to uncoverunderlying causes rather than just symptoms.

MECE Principle

Ensure your analysis and recommendations are Mutually Exclusive, Collectively Exhaustive—no overlaps, no gaps. Visually break down problems into non-overlapping, collectively exhaustive categories.

How Might We Statement

Useful in problem statement development to frame a challenge as an opportunity.

Logic Trees

Disaggregate (break down) complex problems into manageable, non-overlapping components to identify solution pathways

Sensitivity Analysis

Test how changes in key assumptions affect conclusions to identify critical drivers and risks.

Benchmarking

Compare performance against industry standards or competitors to identify areas for improvement

Pareto Analysis

Focus on the most significant factors contributing to a problem (often the 80/20 rule).

Gap Analysis

Assess the difference between current and desired states to guide solution development.

Risk Assessment

Identify and evaluate potential negative outcomes before implementing solutions.

Hypothesis Driven Analysis

Start with testable guesses (hypotheses) and design analyses to confirm or reject them.

Forced Connections

Gain inspiration from concepts in other industries to solve similar problems.

SMARTER Method

Specific: Do you think your situation definition is as specific as it can be at the current time without artificially constraining possible solutions?

Measurable: Does your situation definition clearly point to things that you can measure?

Action-oriented: Does your situation definition prompt people to take action when it is addressed?

Relevant: Does this situation definition speak to the key forces acting on the decision makers you listed?

Time-bound: Is there a clear time frame that the situation needs to be addresses=d?

Ethical: Is the situation and the way you're currently planning to analyze it going to have a positive impact for you, your community and the world? Will it do no harm?

Review: Have you revisited your situation definition to adequately reflect its context and the needs of your stakeholders?

TOSCA Framework

Trouble: The gap between current reality and aspiration. What makes this problem real and present?

Owner: Who is responsible to solve the problem? Success Criteria: What does success look like in the future? How can you measure it?

Constraints: What are the trade-offs and limitations and requirements that must be considered?

Actors: Who has a say in how the problem is solved? Who is affected by or can influence the solution?

Design Thinking

Empathize: Understand the stakeholders' needs, concerns, motivations, and perspectives involved in the project.

Define: Based on feedback, clearly articulate the problem. Redefine the problem as needed to align with stakeholders' needs. Connect facts (what) to insights (so what).

Ideate: Brainstorm a wide range of solutions that involve diverse stakeholders and go beyond initial ideas.

Prototype: Develop simple, low-fidelity models of the new ideas to gather feedback, reduce risk, and improve fit through experimentation.

Test & Implement: Present prototypes to stakeholders to gather feedback and refine iteratively on a small scale before full rollout. Monitor, measure, and adjust (iterate).

Revisit a Problem when

New information arises

Hypothesis

A testable guess

Confirmation Bias

A bias causing people to seek out information that supports what they already believe.

Cognitive Bias

Making assumptions without facts

Groupthink

A dangerous group dynamic that occurs when teams suppress disagreement to maintain harmony.

Personal Bias

an outlook influenced by a person's likes and dislikes

Empathy

Used by decision makers to understand others perspectives and reduce their own bias.

Brainstorming

Used to generate as many ideas as possible before judging them

Desirable, viable, and feasible

Steps a team must show to make a recommendation credible

Disaggregate

Breaking down a statement into smaller, researchable categories

Forced Connections/ Mashup

Intentionally combining unrelated concepts from other industries to spark creativity.