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by Rick Brenner
Sometimes problem-solving sessions are difficult because we get started solving a problem before we know what problem we're solving. Understanding the connection between stakeholders, problem solving and problem defining can reduce conflict and produce better solutions.
he three of them piled out of the taxi and ran through the rain across the plaza, past the Jersey barriers, to the revolving doors. Hal and Sam let Julie go inside first. Then, highly motivated by the now-pelting rain, Hal and Sam crammed themselves into the next chamber of the doors, and exploded out into the lobby, not quite drenched.
Sam was wet and fuming: "There has to be a drier way to increase security."
Sam might be right. It's likely that when the security staff addressed the problem of enhancing security, they gave relatively more importance to security considerations than to the inconvenience of building users in inclement weather. They defined the problem they were solving, and (perhaps) failed to account for the problems their solution generated for some stakeholders.
It's a common pattern. Here are some guidelines for defining and solving problems.
Applying these guidelines involves not only the problem you're trying to solve, but also addressing problems in your problem solving process. Beware: tackling both at once can be tricky.
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August 3, 2005 Volume 5, Issue 31
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Sign Up for A Tip A Day!Create a perpetual bookmark to the current issue Problem Defining and Problem Solving
by Rick Brenner
Sometimes problem-solving sessions are difficult because we get started solving a problem before we know what problem we're solving. Understanding the connection between stakeholders, problem solving and problem defining can reduce conflict and produce better solutions.
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