So you have some information about the problem, but it is too vague to craft an effective definition from?
Your ideal goal is to craft a problem statement that contains pertinent facts, goals, the constraints you face, and a strategy to follow. (See the example of a well-defined problem in Defining the ill-defined: Part 1.)
To do this, you need to manipulate and interrogate the information that you have into a workable definition, so that you can solve the problem. You also have more information available than you think: things you have forgotten or not realized their importance, tacit knowledge (things you know without thinking about it), or assumptions (things taken for granted, but are actually significant pieces of information).
If it is a personal problem, you might also identify beliefs, prejudices, and motives that play a pivotal—but often concealed—part in the problem.
This post and the one after it will discuss techniques you can use to uncover more information to craft a useful definition.
Like idea generation, problem definition has two stages: divergent thinking, where you find as many options as possible without evaluating any of them, and convergent thinking, where you judge the usefulness of the definitions you have crafted, or modify ones that have potential. (See “Think differently” in Defining the ill-defined: Part 2.) This post is about the first of these: divergent thinking.
An example problem
| Recently, you and your brother have argued more than usual, but you don’t know why. You are reluctant to talk to him about it, as this might exacerbate the problem. |
Here you have some information to work with: who (you and your brother), what (arguments), when (the last few months). Your (somewhat fuzzy) goal is not to make things worse.
How could this problem be defined? Possibilities include:
- How can I improve my relationship with my brother?
- How can I improve the way we communicate?
- What would be the best way to deal with the arguments?
- What would be the best way to talk to my brother about these arguments?
- How can I find out what causes these arguments?
- How can I resolve the conflict between us?
- How do I prevent these arguments from occurring?
- How can I avoid sensitive subjects so that my brother will not get angry?
- How can I find out what is wrong with my relationship with my brother?
- How can I find out what happened a few months ago that is affecting my relationship with my brother?
- How do I deal with the stress the arguments are causing?
- What might be bothering my brother that makes him so edgy?
Each of these definitions accentuates a different aspect of the problem—the relationship, the arguments, communication, root causes, action, resolving the conflict. And each might send you in a different direction to search for solutions.
What if I do nothing?
What if I do nothing? is an excellent question to start with. Sometimes doing nothing is the right way to tackle a problem. If not, the answers to the question will give you a goal (or goals) to strive for, and/or outcomes to prevent.
Possibilities from our example problem are:
- Conversations between you and your brother will be increasingly distressing.
- It could cause an irretrievable breakdown in your relationship.
- The rest of the family could become involved.
- Someone in the family will be upset.
- These arguments would start affecting other relationships in the family.
- You will be alienated from your brother’s children.
- You will have an uncomfortable relationship with your sister-in-law.
- The stress of these arguments will carry over to your own relationships.
- The problem will blow over, the arguments would stop, and you would go on as usual.
Possible definition: “My brother and I have argued much more during the last few months than usual. How can I prevent these arguments before his wife notices and becomes upset?”
Establish boundaries
Before you define the problem, obviously you need to determine what the problem is, but also what it is not, so that you don’t waste your time with irrelevant matters.
Let’s say the boundaries of the example problem are:
- You, your brother (and no one else).
- Arguments, conflict (not communication in general; not the whole relationship; none of any previous conflicts).
- ‘More than usual’ (but not any ‘usual’[ arguments).
- Sibling relationship (not parental, friendly, or romantic).
- A few months (not longer, not shorter).
- Anger, irritability (no other emotion).
Possible definition: “My brother and I have argued much more during the last few months than usual. How can I prevent these arguments? My brother already resents the fact that I treat him like the ‘baby’ brother he is.”
Ask questions
5W1H
The 5W1H (who, what, where, why, when, and how) technique helps you identify the pertinent facts in the situation. Most of the time you will be amazed to see how much relevant facts you have that you have not yet added to the definition.
A possible definition of the example problem: How do I improve [how] my conflict-resolution skills [what] to talk to my brother [why, who] about the arguments [what] we [who] have had since his operation four months ago [when]? I don’t want him to resent me as his ‘big sister’ [what] as he usually does when we have a serious talk [when].
Why?
Why is this a problem? takes you straight to the heart of the problem.
You can use this question in two ways. The first is to compile a list of answers to Why is this a problem? and Why else? This list will help you identify core issues.
From the example problem the answers might be:
Why is this a problem: Because conflict makes me anxious.
Why else? I want to invite the family to my birthday party.
Possible definition: How can I use my communication skills to resolve the arguments with my brother before my birthday party? I want a peaceful family gathering.
The second way to use Why is to ask Why to every answer.
Why is this a problem? I don’t like arguing with my brother.
Why don’t you like arguing with your brother? I don’t like upsetting him.
Why don’t you like upsetting him? Because that would make it awkward to visit his wife, who is a good friend.
Why …? And so on.
For another example, see Why?
What is the real problem?
Is there something lurking behind the problem? Maybe the real problem is that you and your brother have never communicated well, or that you have been short—tempered lately because of stress over an unrelated issue.
How can I improve communication with my brother?
What is the essence of the problem?
This question might give you the same answer as the previous question, but it could also uncover something else. The two questions are related, but view the problem from slightly different angles.
How can I improve my relationship with my brother, which has never been good, but never so bad as in the last four months?
Am I solving the right problem?
It is always a good idea to make sure you are trying to solve the right problem. But you can only answer it once you know exactly what you want to achieve. This question is related to What is the real problem? and What is the essence of the problem?, but again it approaches the problem a little differently.
Maybe you are trying to solve the problem of communicating with your brother, when the real problem is that you don’t want to lose his wife’s friendship.
What do I want? (And what do I not want?)
This question pertains to your goals, but it is a more intimate and personal way to put it. This might make it the more effective question.
Asking What do I not want? identifies the constraints, obstacles, and outcomes to avoid. For example, wanting to resolve the arguments before your birthday party puts a constraint on time; ‘not upsetting my brother’ because he has a temper, places an obstacle in the way; and ‘avoid another argument’ points to an undesirable outcome.
What is standing in my way?
This question targets the obstacles in your way. Perhaps your temper is the problem:
How do I avoid arguing with my brother if I can’t control my temper?
What is the worst thing that could happen?
This question focuses very strongly on what you do not want. This is a back-to-front way to identify your goals, and could be an effective question in defining a problem.
Identify your goals
A vague problem statement takes form once you know what you want to achieve. The problem with complex problems is that often they can have various goals, some of which may contradict each other.
Looking at the example problem, your goals could be to
- stop the arguments,
- avoid the arguments,
- identify the reasons for the arguments,
- learn how to resolve conflicts,
- control your sharp tongue
- improve communication in the relationship
- improve your communication skills
- improve the relationship
- keep in contact with your sister-in-law
- learn how to deal with the stress of conflict
Wanting to avoid arguments, for example, leads to different actions than learning conflict-resolution skills or asking your brother what the problem is. Wanting to avoid arguments also seems to indicate different solutions than wanting to improve communication in the relationship.
Goals not only give structure to problem definitions, they can also indicate the strategies or procedures to follow in order to solve the problem. Your goal could indicate the need to learn, avoid, practise, research, communicate, or ask something, or go somewhere.
Questions that can help you here are What is the ideal outcome? Why do I want to solve the problem? What is the most important thing to achieve?
Backcasting
Backcasting is a well-known and effective technique to discover ways to reach a goal. It starts with the goal, and works backwards.
Take the answers to What do I want? or What is the ideal outcome? and work out what steps you need to take to get there.
For example, if your goal is to improve communication with your brother, one step could be to take a course or attend a workshop. To achieve this, you need to find courses or workshops, and to do that you need to go to the library … and so on until you have a step that you can take immediately.
Possible, preferable, probable future
What do you regard as the ideal outcome? This is your preferred future.
What do you think would happen anyway, or would happen if you do nothing? This is your probable future.
The possible future is an alternate outcome that is less likely than the probable future, but still feasible.
When you have the answers to these questions, it is much easier to formulate a problem definition that reflects your goals, and avoids the undesirable.
What’s next?
Following posts will discuss the use of analogies and metaphors to define problems, and (of course!) ways to use Tarot cards to define problems.
Related articles
Defining the ill-defined: Part 1
Defining the ill-defined: Part 2
Defining the ill-defined: Part 3
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