Effective problem statements are critical to problem-solving success, but many people make common mistakes that deter their efforts. We extensively taught problem-solving and identified four expected failure modes while offering suggestions to avoid them.
The first mistake is failing to formulate the problem at all. Often, people assume they already agree on the problem and start solving it without a clear understanding of the issue’s nature. Unfortunately, such clarity and commonality rarely exist. It is important to articulate the problem statement and ensure everyone understands it before proceeding.
Another common mistake is formulating a problem statement that presupposes the diagnosis or solution. Such statements lack reference to organisational goals or targets, and people jump straight to either diagnosis or solution. This approach skips critical steps in the logical chain, leading to missed opportunities and functional turf wars.
A third mistake is failing to articulate a clear gap. Broad problem statements lead to large, one-size-fits-all solutions that rarely achieve the desired results. It is essential to identify a clear gap, creating a mental contrast that allows people to know when they have achieved the goal and feel good about their efforts.
Formulating a problem statement that is too big is the fourth mistake. Broadly scoped problem statements lead to large, costly, and slow initiatives, while problem statements focused on a specific manifestation lead to quick results, increasing both learning and confidence. It is critical to scope out the problem and identify the detailed representation of the issue that creates the most significant headaches.
To complement reasonable problem formulation, a structured approach to problem-solving is necessary when tackling complex problems. Structured problem-solving is an iterative process of formulating hypotheses and testing them through controlled experimentation. Several variants of structured problem-solving have been proposed, all highlighting the basic value of iterating between articulating a hypothesis, testing it, and then developing the next hypothesis.
Making sure to use a structured problem-solving method is more important than which particular flavour you choose. Our work has led to a hybrid approach to guiding and reporting on structured problem-solving that is both simple and effective. We capture our approach in a version of Toyota’s A3 form, which we have modified to enable its use in settings other than manufacturing.
The A3 form divides the structured problem-solving process into four main steps, each with smaller subphases. Formulate a clear problem statement that links to the organisation’s larger mission and objectives as the first step. The Background section provides an opportunity to articulate the why of the problem-solving effort.
The second step is to document the current design of the process by observing the work directly. Automatic processing makes it difficult for most people to describe how they execute their work. Through pattern matching, they have developed a set of habitual actions and routine responses of which they may not be entirely aware. Observing the current design helps to identify potential issues and provides a clear understanding of how things are done.
The third step is to identify the root cause of the problem. Root-cause analysis helps determine the underlying issues causing the problem and helps avoid treating symptoms instead of the cause. Understanding the root cause helps determine the best solution to the problem.
The fourth and final step is to develop a countermeasure plan. The countermeasure plan outlines specific actions to address the root cause of the problem and achieve the desired results. The detailed action plan in the countermeasure plan outlines who is responsible for each action and when it will be completed.
In conclusion, formulating good problem statements is a skill anyone can learn with practice. Structured problem-solving is necessary to complement good problem formulation when tackling complex problems. Toyota’s A3 form is a simple and effective way to guide and report on structured problem-solving efforts, enabling its use in settings other than manufacturing.
The Act of Listening …(Active Listening)