The myths and reality of problems and problem solving

The myth and reality of
problems and problem-
solving
Rev 0.0.1 Draft
1

Objectives
1. To explain the problem with problem-
solving
2. To explain the myth and reality of problem-
solving
3. To provide a template for formulating
problems
2

Topics
 Problem with the
meaning of the word
“problem”
 The myth and reality of
the problem-solving
process
 Types of solutions
 Problem formulation
template
3

Problem-solving
 Management is all about problem-solving
 Iterative
 Large and complex problems are broken out
into smaller and simpler problems
 Smaller problems are remedied
 Decision-making under conditions of
uncertainty
4

Problem with meaning of “problem”
1. A question proposed for solution or discussion
(dictionary.com, 2013)
2. Any question or matter involving doubt, uncertainty, or
difficulty (dictionary.com, 2013) For example:
 An undesirable situation. You might hear someone end a
sentence with “… and that’s the problem” when they should be
saying “… and that’s the undesirable situation”
 The underlying cause of an undesirable situation, usually a
failure of some kind.
 “my phone stopped working; the problem was a discharged battery”
 the cause of the phone stopping working was a discharged battery
 the symptom or effect was that the phone stopped working
3. The need to determine the necessary sequence of activities
to perform the transition from an undesirable situation to a
future desirable situation (Schön, 1991)
5

Topics
meaning of the word
“problem”
 Myth and reality of
the problem-solving
process
template
6

Mostly taught
 Start with a problem
 Solve problem
 Single correct solution
 Single pass through the problem-solving
process
7

Myth and reality
 Start with a problem
 Solve problem
 Myth
 Single correct solution
 Single pass through the problem-solving process
 Reality
1. Four ways of remedying problems
2. What is taught is actually a special case or simple
instance of a meta-situation
 Multiple passes to evolve the remedy
8

Four ways of treating problems*
 Absolves problem
 Ignores the problem or imagines that it will eventually disappear on its own
 Some instances traditionally known as “ostrich management”
 Resolves problem
 Does something that yields an outcome that is good enough
 A traditional clinical systems engineering approach
 Solves problem
 Provides an optimal solution based on working out an outcome through
experimentation or analysis
 Another traditional systems engineering approach in the manner of Hall 1962
 Dissolves problem
 Produces an innovative solution by:
 redesigning the system containing the problem or
 changing the perspective from which the problem is viewed
* Ackoff R.L., Ackoff’s Best. His classic writings on management, page 115, John Wiley, 1986
9

Topics
meaning of the word
“problem”
 Myth and reality of the
problem-solving process
template
10

Problems and solutions
Problem All solutions
Optimal
solution(s)
Acceptable
solutions
Unacceptable
solutions
Single Correct
solution
Incorrect
solutions
Currently taught as
(most of the time)
Should be taught as
(all of the time, except in mathematics)
Satisfice
Satisfy
Who defines
the problem?
11

Potential and feasible solutions
Optimal
solution(s)
Acceptable
solutions
Unacceptable
solutions
Satisfice
Satisfy
Potential solutions
Feasible and infeasible
solutions
12

Number of alternatives to consider*
 Satisficing
 Pick first viable feasible solution
 Optimizing
 Choose the best solution out of all viable feasible
alternative candidates
 Adaptavising**
 Continue to check all feasible alternatives until
perceived cost of further search equals or exceeds
potential benefits of better solution
** Ackoff cited by * Athey, T, Systematic Systems Approach, Prentice-Hall Inc., 1982
13

Defining the problem*
 Problems do not present themselves to the practitioner as
givens
 They must be constructed from the materials of
problematic situations
 which are puzzling, troubling and uncertain [undesirable]
 The practitioner must make sense of an uncertain
situation that initially does not make sense
* Donald A. Schön, The Reflective Practitioner, Ashgate, 1991
14

Problem-solving process
(functional view)
Undesirable
Situation (t0)
Feasible Conceptual
Future Desirable
Situation (FCFDS) (t0)
Problem
Remedial
action
(problem
solving)
Solution Actual situation (t1)
Still
undesirable?
NoYes
or
partially
End
Undesirable
Situation (t2)
System Development Process (SDP) 15

(functional view - single pass)
Undesirable
Situation (t0)
Feasible Conceptual
Future Desirable
Situation (FCFDS) (t0)
Problem
Remedial
action
(problem
solving)
Solution Actual situation (t1)
Still
undesirable?
NoYes
or
partially
End
Undesirable
Situation (t2)

(functional view - multiple pass)
Feasible Conceptual
Future Desirable
Situation (FCFDS) (ta)
Problem
Remedial
action
(problem
solving)
Solution Actual situation (tb)
Still
undesirable?
No
Yes
or
partially
End
Undesirable
Situation (ta/c)

A systematic problem-solving
process (functional view)
1. Define
problem space
3. Identify
ideal solution
selection
criteria
2. Conceive
solution
options
4. Trade off
to find
optimum
solution
5. Select
preferred
option
6 Formulate
strategies
and plans to
implement
* Hitchins 2007, Figure 6.2
Implement
solution
system
Verify solution system remedies problem
1-6*
B
A
C
D
a
b
Undesirable
situation
and what
needs to be
changed
FCFDS
18

Topics
 Problem with the meaning
of the word “problem”
 Myth and reality of the
problem-solving process
template
19

Problem formulation template*
1. The undesirable situation
 As perceived by the stakeholders
2. The FCFDS
 As perceived by the stakeholders
3. The problem
 How to convert the FCFDS to reality
4. The solution
 Remedies the undesirable situation
 Has to be interoperable with evolving adjacent systems over
the operational life of solution and adjacent systems
 Made of two interdependent parts
a. The systematic problem-solving process, SDP or transition process
that converts the undesirable situation to a desirable situation
b. The systemic view of he solution system operating in the context
of the desirable situation
* Based on Holistic Thinking Section 9.11
20

Summary
 Problem with the meaning of the
word “problem”
 Myth and reality of the problem-
solving process
 Problem formulation template
21

Meeting the objectives
1. Explained the problem with problem-
solving
2. Explained the myth and reality of
problem-solving
3. Provided a template for formulating
problems
22

Questions or comments
The systems
approach lets
you see things
differently and
produces
opportunities
23

The myths and reality of problems and problem solving

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