Why?

Before you can solve a problem, you need to know exactly what the problem is. Sounds obvious, doesn’t it?

Suppose you are tired of your husband’s snoring. You try everything you can think of. Give him more pillows, use a gimmick-pillow that is supposed to prevent snoring, let him sleep in a different position, help him lose some weight …. You are trying to answer the question, “How can I stop my husband from snoring?”

But suppose you asked the question, “Why is my husband snoring?” You would tackle the problem differently, wouldn’t you? You might start with an appointment with an ear, nose and throat specialist.

Another possible question is “Why am I awake to hear my husband snoring.”

This is a very simple example, but you can see how the question you ask—how you define the problem, in other words—can be crucial in finding an effective solution.

If this is true for a simple problem, imagine how much more important it must be for complex problems.

Let’s take another example: A company is concerned about its high rate of personnel turnover. Experienced people are leaving, and it takes time to train a substitute. How would you frame this problem?

Here are examples:

• What can we do to stop experienced people from leaving?
• How can we improve working conditions so that people will not want to leave?
• How can we attract experienced people to our company?
• How can we ensure that we are targeting the right group of people with our advertisements?
• What are the most effective questions to ask in an exit interview?
• What would be the best way to start mentoring projects so that skills are retained?

Can you see how the question you ask might influence how and where you look for answers?

Redefining a problem not only helps you focus on the right problem; it could give you several other angles from which to tackle the problem.

There are many effective ways to examine a problem definition. One method is to pretend you are five years old: keeping asking “why?” Each new definition can give you a fresh angle from which to examine the problem.

How does it work?

1. State your problem.
2. Ask why you want to do whatever you have stated in the problem.
3. Answer the question in step 2.
4. Modify the answer so that it becomes a new question.

Example

Problem statement: How can we reduce the high personnel turnover?

Question: Why do we want to reduce the high personnel turnover?

Answer: To stop experienced people from leaving the company.

Redefinition: How can we stop experienced people from leaving the company?

Question: Why do we want to stop experienced people from leaving the company?

Answer: To prevent essential information and skills from leaving the company.

Redefinition: How can we prevent essential information and skills from leaving the company?

Question: Why do we want to prevent essential information and skills from leaving the company?

Answer: To ensure that we give our customers the best possible service.

Redefinition: How do we make sure that we give our customers the best possible service?

This technique tends to broaden the problem statement so that you can explore various angles. When the problem statement becomes too abstract, you can start over with a different answer to the first question.

The effect of the “why?” questions is give you a better view of the problem. Imagine that you are in an air balloon. At first, you can see only what is around you. Each “why?” takes you a little higher so that more of the problem becomes visible. From a greater height, you are better able to see where you are and where you want to get to. It also shows you more facets to the situation so that you can view the problem from fresh angles.

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* Source: VanGundy, A. B. (1988). Techniques of structured problem solving (2nd ed.). New York: Van Nostrand Reinhold.