Mapping Problem Spaces
SCIE90011 - From Lab to Life
Intended Learning Outcomes
Distinguish between a single problem and a problem space.
Identify key dimensions of a problem space including stakeholders, processes, causes, and constraints.
Apply simple visual tools (mind maps, problem trees, clustering) to structure a problem space.
Explain how problem mapping supports better ideation and product development.
Avoid prematurely collapsing the problem space into a single preferred solution.
Need Finding
Definition of Need:
The need represents a gap between the current state and the desired state for a specific stakeholder in a specific context.
Multiple needs may arise from a single overarching problem, influenced by various stakeholders in different contexts.
To effectively analyze the problem space, it is crucial to define as many needs as possible using clear need statements.
Example of Need Statement Template:
[User] in [context] needs a way to [do X] because [why it matters].
The Double Diamond Framework
A structured approach for problem-solving involving the following phases:
Problem Discovery:
Define the issue.
Ideate on potential solutions.
Create a validated solution.
What Is a Problem Space?
Definition of Problem:
A specific, framed challenge that necessitates addressing in product development.
Definition of Problem Space:
The structured landscape encompassing related needs, stakeholders, contexts, causes, and constraints.
Definition of Solution Space:
Represents the possible ways to address the defined problem.
Stakeholders in a Problem Space
Case Study: Challenge e.g., spread of Covid-19
Stakeholders include:
End Users: Consumers, patients.
Payers / Decision-makers: Insurers, governments.
Customers: Retailers, healthcare professionals.
Other Relevant Stakeholders: Lab technicians, clinicians, hospitals, pharma companies, farmers.
Key Questions for Stakeholders:
How do they experience the problem?
What are their key needs?
Where do their needs conflict?
Analyzing Processes & Causes
Critical to identifying processes involved in the problem:
Questions to Map the Process:
What happens at each step?
Where are the pain points and delays?
Who is involved at each juncture?
What occurs at intersections of processes?
Common issues include:
Consequences of Process Problems:
Delays, errors, increased costs, poor outcomes.
Root Causes of Problems:
Immediate causes: e.g., manual data entry, outdated SOPs.
Underlying causes: e.g., legacy systems, misaligned incentives, training gaps.
Constraints and Enablers in the Problem Space
Challenges connected to various constraints that must be carefully navigated:
Examples of Constraints:
Regulatory requirements, health & safety mandates, resource limitations.
Key Enablers:
Technologies & platforms, partnerships & expertise, supportive policies & funding.
Tools for Mapping Problem Spaces
Mind Maps:
Visual tools that help document relationships within the problem space; starts broad and narrows down.
Affinity Grouping of Needs:
A technique for clustering needs based on similarities, revealing patterns and aiding prioritization.
Problem Trees:
A diagnostic tool visualizing the central problem, with roots representing underlying causes and branches depicting consequences.
Example Usage of Problem Trees:
Can highlight symptoms to identify potential new product solutions, especially if root cause solutions are not apparent.
The 5 Whys Technique
A method to peel back layers of a problem by asking 'Why?' multiple times to trace back to root causes.
Hypothetical Example:
10% of cereal consumers consume dry cereals.
Why don’t they eat it with milk?
They are vegan / lactose intolerant.
Why don’t they use lactose-free milk?
It’s too expensive / doesn’t taste good.
Why don’t they use nut-based alternatives?
They are allergic or find them too expensive.
Why don’t they use oat-based alternatives?
They lack similar properties, do not taste good.
PESTEL Analysis
A strategic framework for analyzing macro-environmental factors influencing organizations or products:
Political: Policies, subsidies, procurement priorities.
Economic: Cost pressures, consumer behavior, spending incentives.
Social: Behaviors, cultural norms, demographic shifts influencing adoption.
Technological: Available or emerging technologies enabling or limiting solutions.
Environmental: Sustainability expectations or regulations.
Legal: Relevant laws and standards affecting solutions.
Important dimensions for analyzing problems include identifying macro trends or constraints, opportunities these trends create, and associated risks/compliance issues.
Ishikawa Fishbone Diagram (8 M Approach)
A visual tool for structured root cause analysis, organizing causes into categories:
Categories Include:
Measurement, Problem, Materials, Machines, Management, Mother Nature, Manpower, Methods, Money.
Effective Use of Fishbone Diagrams:
Start with a specific problem statement to avoid vagueness.
Combine brainstorming with data analysis and the 5 Whys.
Validate hypotheses through experiments and metrics.
Highlighting Interesting Problem Areas
Establish a priority matrix to categorize problems/needs:
1. Impact vs. Frequency
2. Impact vs. Current Satisfaction
Prioritization Scenarios:
High Impact & Poorly Addressed → Significant opportunity.
High Impact, Niche but Important → Moderate priority.
Low Impact → Low priority, typically process improvements.
Crafting a Problem Statement
A clear problem statement is foundational for guiding the development process:
Key Elements of an Effective Problem Statement:
Problem Definition: Clearly articulate the pain points and existing challenges.
Target Audience: Identify who will benefit from the solution, tailoring the approach to their needs.
Impact/Importance: Justify the significance and urgency of addressing the problem.
Ideal Situation: Envision the desired state if the problem is resolved, establishing goals for solutions.