Wrong Problem Equals Wrong Solution.

“Frame your problem statement to be actionable”, “Do not fall for your first impressions”. These are common statements that are re-emphasized at almost every ABP (Analysis of Business Problems) class. Now, these tips may sound simple to apply but realistically, that is not always the case. Our default approach to problem solving is to go headfirst without taking time to understand the problem and frame it appropriately. This approach is often counter-productive since poor framing has a significant impact on how we approach the problems. Before we solve problems, we must frame those problems and consider them without intuition and personal bias.

Framing problems is how we give the problem meaning, suggest possible causes and point in the direction of potential remedies. Having a poor frame can exacerbate rather than solve a situation. Framing ensures that we are able to trick our minds to bring past experiences to the surface. This is called an interpretative repertoire. An interpretative repertoire provides decision framers with a set of characters, entities, and relationships that can be used to make sense of the current situation. Individually, we are inclined to frame the same problem differently. While this has some advantages, it can also create a hurdle when the differences are unresolved and point in alternate directions for potential remedies.

To help us frame problems better, there are criteria for judging the quality of a frame. These criteria also guide us to take the guesswork out of problem solving and provide a structure to make decisions and evaluations. Ask yourself these questions when framing problems;

• Does this frame allow the problem to be solved?
• Does the frame provide an actionable explanation of the source of the problem?
• Can feasible action plans be generated from this frame?
• Is this frame creating new problems?
• Is the problem coherent? Have I uncovered and explained all the disconfirming data?
• What about the data would cause me to question my frame?
• If I didn’t believe the frame, what data would I use to support my case?
• What information have I been given?
• Does my answer make sense? Is it plausible?
• Can I substitute my answer for the unknown in the problem?
• Does my answer match up with the given information? Does my answer have the right units?
• Can I look back and see a simpler way to solve this problem? Can I succinctly summarize the approach I used to solve this problem?

Asking these questions ensures that we stay open to accepting the result or problem we have, not the one we want. They force us to start our analysis with definite arguments and concrete things. A good and guided problem statement should successfully answer the “why”, “who”, “what”, ‘’when”, and “how” questions and a good problem statement should end with a leading question that propels into a clear path for the objective. With all these problem framing tips, one key thing to keep in mind always is this; the fact that a decision turned out right is not sufficient proof that the process was right. The outcome does not always validate the process.