ARE YOU SOLVING THE RIGHT PROBLEMS?

Introduction

  • The article discusses the concept of reframing problems to discover unexpected solutions.

  • Authored by Thomas Wedell-Wedellsborg in the Harvard Business Review, the focus is on effective problem diagnosis in organizational contexts.

The Importance of Problem Diagnosis

  • Proper problem diagnosis is crucial; however, many organizations struggle with getting it right.

  • Key reasons for this struggle:

    • Overengineering the Diagnostic Process:

    • Organizations often utilize comprehensive frameworks (e.g., TRIZ, Six Sigma, Scrum) that can be complex and time-consuming.

    • Practical solutions need to fit daily work dynamics without necessitating extensive training.

    • Tendency for Managers to Jump to Solutions:

    • Many managers favor immediate problem-solving approaches without profound understanding of the issues at hand.

    • This leads to misdiagnosis and ineffective solutions.

Evidence of Poor Problem Diagnosis

  • In surveys of 106 C-suite executives from 91 companies across 17 countries:

    • 85% agree their organizations are poor at problem diagnosis.

    • 87% believe this flaw incurs significant costs.

    • Less than 10% claim to be unaffected by the issue.

Historical Context of Problem Framing

  • Mihaly Csikszentmihalyi and Jacob Getzels established the significance of problem framing for enhancing creativity over 40 years ago.

  • Prominent thinkers like Albert Einstein and Peter Drucker supported the concept of reframing problems for better solutions.

Reframing as an Approach to Problem Diagnosis

  • Research in corporate innovation led to the observation that reframing often discovers radically different issues and thus solutions.

  • Example: The Slow Elevator Problem

    • Scenario: Tenants complain about an old, slow elevator.

    • Common solutions proposed:

    • Replace the lift.

    • Upgrade the motor.

    • Enhance the elevator algorithm.

    • Creative solution: Installing mirrors next to the elevator to distract tenants, leading to perceived shorter wait times.

    • Note: This does not address the speed of the lift but redirects the understanding of the problem.

    • Further reframing could include addressing peak elevator demand by staggering lunch breaks.

Case Study: America’s Dog-Adoption Problem

  • Over 40% of U.S. households have dogs; yet more than 3 million dogs enter shelters annually.

  • Current adoption campaigns often depict sad animals to evoke compassion but fail to significantly increase adoptions (1.4 million dogs adopted yearly).

    • Successful reframing approach by Lori Weise focuses on preventing dogs from entering shelters by assisting owners facing hardships.

    • Many surrenders are due to poverty, not lack of love for the pets.

    • Weise's intervention program helped keep pets in homes by resolving owners' issues, significantly lowering shelter intake costs while fostering community connections.

    • Result: Approx. 75% of families wanted to retain their pets when offered help, leading to positive community impacts.

Seven Practices for Effective Reframing

To effectively reframe problems, follow these seven practices:

  1. Establish Legitimacy:

    • Ensure team members understand and accept the reframing method. Use examples like the slow elevator problem to illustrate its benefits.

  2. Bring Outsiders into the Discussion:

    • External perspectives may reveal insights missed by internal teams (e.g., Charlotte's contribution led to recognizing an employee engagement problem rather than a skills issue).

    • Look for “boundary spanners” who understand both the management and frontline perspectives.

  3. Get People’s Definitions in Writing:

    • Document definitions of the problem to surface differing perspectives and ensure collective understanding. Individual definitions can reveal underlying issues.

  4. Ask What’s Missing:

    • Encourage teams to consider missing elements that might influence the problem's description.

    • Example: Inquiries about missed opportunities to connect with analysts led to strategic insights regarding stock perception.

  5. Consider Multiple Categories:

    • Classify the problem in different contexts (incentive, attitude, etc.) to encourage innovative approaches.

    • Case: A usability issue revealed emotional reactions inhibiting app activation; reframing highlighted the need for a supportive guide during the sign-up process.

  6. Analyze Positive Exceptions:

    • Explore instances when the problem did not occur to uncover possible influencing factors. Focus on positive experiences rather than failures to foster a constructive environment.

  7. Question the Objective:

    • Discuss the underlying objectives to uncover deeper motivations. Reevaluating goals can lead to more effective strategic decisions, as exemplified in military strategy discussions to counter insurgencies.

Conclusion

  • Reframing is a valuable method that enhances problem diagnosis and promotes innovative solutions.

  • Regular practice, incorporation of dynamic discussions, and an acceptance of messiness are advised.

  • Combine reframing with real-world observations and rapid prototyping methodologies to yield optimal outcomes.