How to Frame Your Problems for Maximum Effectiveness

This is the Problem Framing course, and this is the second course of the Decision-making and Problem-solving for Business series.

Effective Learning

Effective Thinking * Problem Framing * Generating Alternatives * Making Decisions Dynamically * Implementation and Evaluation * Group Problem Solving and Decision Making

Effective Thinking * Problem Framing * Generating Alternatives * Making Decisions Dynamically * Implementation and Evaluation * Group Problem Solving and Decision Making

FAQs

Always identify and gather information about a problem before attempting to solve it. In this lesson, you'll learn that the value of doing so means that you'll have:

• fewer unforeseen complications down the line

• more assurance that you'll eliminate premature decisions

• greater confidence when generating solutions.

The Science of Better Learning

In this topic, you'll learn to address the real issue by using effective techniques to identify a business problem:

• listing other problems that might be related

• performing a utopia comparison

• writing a simple problem statement

Knowledge is key and there are several ways of accessing knowledge and gathering information about a business problem. In this topic, you'll learn to consult valid sources of information:

• libraries and librarians

• the Internet

• subject-matter experts

Experts are like crystal-ball readers. You have to dig a little bit to find out their level of expertise. In this topic, you'll learn how to assess the expertise of a subject-matter expert by using these effective techniques:

• finding out how much direct experience the expert has

• determining how immediately testable the expert's knowledge is

• finding out if the expert has a vested interest in giving advice

Experts are like crystal-ball readers. You have to dig a little bit to find out their level of expertise. In this topic, you'll learn how to assess the expertise of a subject-matter expert by using these effective techniques:

• finding out how much direct experience the expert has

• determining how immediately testable the expert's knowledge is

• finding out if the expert has a vested interest in giving advice

Roughly seven out of ten new businesses fail within three years. That failure rate often hinges directly on faulty business assumptions. Examine your assumptions and you're more likely to beat the odds.

In this topic, you'll learn these techniques to identify assumptions:

• listing your initial assumptions about the problem

• determining which assumptions are constrained by "policy"

• questioning and investigating the remaining assumptions

In this topic, you'll learn to uncover your team's assumptions about a business problem by:

• holding an initial assumption meeting

• assigning assumption investigation tasks

• conducting an assumption follow-up meeting.

In this topic, you'll learn about constraints that affect your assumptions about objectives:

• financial constraints

• time constraints

• social constraints

By addressing the root problem instead of peripheral issues you'll:

• avoid wasting time by concentrating only on essential problem issues

• generate potential solutions in a more confident manner

• be more focused when solving problems in a team setting.

In this topic, you'll learn to take the guesswork out of identifying problem causes by using these sorting techniques:

• chronologies

• checklists

• problem pyramids

In this topic, you'll learn to take the guesswork out of identifying problem causes by using these sorting techniques:

• chronologies

• checklists

• problem pyramids

Your analysis will, after you read this topic and learn to get to the root of a business problem by using the steps of a causal flow analysis:

• determining the input factors of the problem

• determining the output factors of the problem

• examining the causal flow between the factors

When you frame a business problem, your aim is to discover a new perspective, that is, a way of thinking about the problem that's more accurate and compelling.

In this topic, you'll learn the steps to take to construct a fishbone diagram:

• Diagram all possible causes of the problem.

• Prioritize and rearrange the associated problems.

• Reduce the remaining causes.

In this topic, you'll learn the steps to take to construct a fishbone diagram:

• Diagram all possible causes of the problem.

• Prioritize and rearrange the associated problems.

• Reduce the remaining causes.

The components of a group deviation analysis are:

• anonymously performing a deviation analysis

• comparing and analyzing the initial results.

The components of a group deviation analysis are:

• anonymously performing a deviation analysis

• comparing and analyzing the initial results.

In this topic, you'll learn how to more effectively frame a problem by using the components of the problem-redefinition technique:

• turning the problem upside down

• enlarging your picture of the problem

• using the "why" strategy

Assessing an Expert's Expertise

Redefining a Business Problem

Fishbone Diagram

There are three effective techniques for identifying a business problem:

1. list other problems that might be related

2. perform a utopia comparison

3. write a simple problem statement

No one person can contain all the knowledge possessed by everyone in the world or even by colleagues in adjoining cubicles. Therefore, there will be times when you need to gather information from other sources.

Valid sources of information include

• libraries and librarians

• the Internet

• subject-matter experts

You may need to consult an expert in order to gather information on a certain subject. But to judge the reliability of the information you receive from experts, you need to be able to find out their level of expertise.

An assumption is any facet of a business problem you consciously or unconsciously take for granted or do not question. To ensure your solutions do not unravel, you need to question and validate your assumptions about the relevant business problem.

When you establish business objectives and goals, you also make assumptions about their feasibility. If these assumptions are faulty, you have little chance of accomplishing your objective.

Therefore, you need to be able to detect constraints that affect your assumptions about objectives.

There are three techniques for identifying the sources of problems:

1. chronologies

2. checklists

3. problem pyramids

Most business problems have several contributing causes and a multitude of less significant symptoms. Filtering through those various causes and determining the truly crucial ones allows you to effectively prioritize both your solutions and your objectives.

There are three steps to making a fishbone diagram:

1. diagram all possible causes of the problem

2. prioritize and rearrange the possible causes

3. reduce the remaining causes

A deviation analysis is a methodical approach that teams can use in order to put an accurate frame on a problem.

The components of a group deviation analysis are: anonymously performing a deviation analysis, and comparing and analyzing the initial results.

Before attempting to solve a problem, you have to be sure you have accurately determined what that problem is. You can effectively frame a problem by using the components of the problem-redefinition technique.

You just finished Problem Framing course, and this is the second course of the Decision-making and Problem-solving for Business series.

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What's next?

You think knowing stuff changes the game? You think sitting in a library, stacking up facts like you’re building a Jenga tower, is gonna make you a winner? Man, that’s cute. But life ain't a trivia night. Information alone? It’s worthless. It’s like having a Lamborghini in your garage but you never learned how to drive. You just sit in it, making engine noises. Vroom vroom. People walk by, they see the car, but they also see you ain't going nowhere. You got all this knowledge, all these textbooks, but when life throws a punch, you’re still looking up the definition of "duck." It’s what you *do* with that information that actually matters. Don't be the person with the shiny car and no keys.