The missing link of problem solving

When starting a new role and attempting to drive change within an organization, you may often encounter skepticism and sarcastic remarks from more seasoned colleagues. You can almost read the message on their faces: "There are no issues here, and you don't understand how things work." While these statements may be truthful, it's essential to contextualize them properly.

First, to develop any process successfully, we must acknowledge the critical role that knowledge and experience play. Only by leveraging the insights gained through prior experience and accumulated knowledge can we ensure that the process is efficient, effective, and optimized for success.

On the other hand, It's essential to recognize that our frame of reference can significantly impact our perception of reality and potentially hinder our ability to identify problems. By acknowledging this, we can approach situations with a more open and unbiased mindset, enabling us to see things from different perspectives and uncover potential issues that we might have otherwise missed.

Structured problem-solving is a process that helps individuals and organizations to analyze and solve complex problems in a systematic and efficient way. The history of structured problem-solving dates back to the early 20th century when various problem-solving techniques were developed and applied in different fields.

One of the early contributors to structured problem-solving was Dr. Walter Shewhart, an American engineer who developed statistical process control techniques in the 1920s. His work helped to reduce the variability in manufacturing processes and improve product quality.

In the 1950s, another American engineer, Dr. W. Edwards Deming, developed the Deming Cycle, also known as the Plan-Do-Check-Act (PDCA) cycle. This approach emphasized the importance of continuous improvement and was widely adopted by Japanese companies, contributing to Japan's economic recovery after World War II.

In the 1960s, the Japanese developed the Kaizen method, which means "continuous improvement" in Japanese. This approach focused on small, incremental improvements in processes and systems and was widely adopted by Japanese companies and later by organizations around the world.

In the 1980s, the Six Sigma methodology was developed by Motorola, which aimed to reduce defects and improve quality in manufacturing processes. This approach involves using statistical methods to measure and analyze processes and identify areas for improvement.

Today, structured problem-solving methods such as Lean, Design Thinking, and Agile are widely used in a variety of industries to address complex problems and improve processes and systems.

 There are some general steps to solve a problem:

1. Identify and define the problem: This involves understanding what the problem is and its impact. Ask yourself what the problem is, why it's a problem, and how it affects you or others.
2. Gather information: Collect all the relevant information related to the problem. This may include data, opinions, or personal experiences.
3. Generate potential solutions: Brainstorm a list of potential solutions to the problem. Don't worry about whether they're realistic or feasible at this stage; focus on generating a wide range of ideas.
4. Evaluate the potential solutions: Assess each potential solution based on its feasibility, effectiveness, and potential impact. This may involve developing criteria or metrics to evaluate the solutions.
5. Select the best solution: Choose the solution that best addresses the problem based on the evaluation criteria. You may need to refine or combine different solutions to create the best possible outcome.
6. Implement and monitor the solution: Develop a plan for implementing the chosen solution, and track its progress. Monitor how well the solution is working, and make adjustments as needed to ensure it's effective.

By following these steps, supposedly, you can effectively solve problems and create positive outcomes. But we have a no minor problem.

As humans, we are capable of perceiving only a small fraction of reality. Our perception is limited by our senses, which can detect only a narrow range of stimuli in the electromagnetic spectrum, such as visible light, sound waves, and touch.

Furthermore, our brains have a limited capacity to process sensory information, and they often rely on past experiences and expectations to fill in gaps in our perception. This means that our perception of reality is subjective and can vary from person to person.

Additionally, there are aspects of reality that are beyond our current understanding and perception, such as dark matter and dark energy, which make up the majority of the universe but are invisible to us.

In summary, our perception of reality is limited by our senses, our brain's capacity to process information, and our current understanding of the universe. Therefore, there is much more to reality than what we can perceive or comprehend.

Our current understanding of the universe is determined because our perception and interpretation of the world is limited by a number of factors, including:

• Biological limitations: Our physical senses, such as sight, hearing, taste, touch, and smell, have limited range and sensitivity. We can only perceive stimuli within a certain range and resolution, which means that we may miss important details or nuances.
• Social and cultural influences: Our beliefs, values, and experiences are shaped by our social and cultural context, which can influence how we interpret and respond to information.
• Information overload: In today's world, we are bombarded with an overwhelming amount of information and stimuli, which can make it difficult to discern what is important and relevant.
• Personal perspectives: Each of us has a unique set of experiences, beliefs, and values that can shape how we perceive and interpret the world around us.
• Cognitive biases: Our brains have evolved to make quick judgments and decisions based on limited information. However, these mental shortcuts can lead to biases and errors in perception and judgment.

Cognitive biases are systematic errors in thinking that can distort our judgment and decision-making processes. These biases are the result of the brain's natural tendency to simplify complex information and make quick judgments based on limited information.

We simplify reality because the world around us is incredibly complex and difficult to fully comprehend. There are an infinite number of stimuli and information that we encounter every day, and our brains are not capable of processing all of it in detail. Therefore, to make sense of the world, our brains naturally simplify and categorize information into more manageable and meaningful chunks.

Simplification is a useful cognitive tool that helps us to quickly and efficiently process information and make decisions. By reducing complex information to its essential elements, we can more easily understand and remember it. This simplification can also help us to identify patterns and relationships, which can aid in decision-making and problem-solving.

However, this simplification can also have downsides, such as leading to cognitive biases and oversimplification of complex issues. We may also miss important details or nuances that are relevant to our understanding of the world. Therefore, it is important to be aware of our tendency to simplify reality and to actively seek out diverse perspectives and information to ensure that our understanding of the world is as complete and accurate as possible.

There are many different types of cognitive biases, including:

1. Confirmation bias: The tendency to seek out information that confirms our existing beliefs and to ignore information that contradicts them.
2. Availability heuristic: The tendency to overestimate the importance or likelihood of events that are more easily recalled or come to mind more readily.
3. Anchoring bias: The tendency to rely too heavily on the first piece of information we receive when making judgments or decisions.
4. Overconfidence bias: The tendency to overestimate our own abilities, knowledge, or judgment.
5. Framing effect: The tendency to be influenced by how information is presented or framed, rather than the actual content.

These biases can have significant consequences in areas such as business, politics, and healthcare, where important decisions are made based on complex and uncertain information. To mitigate the impact of cognitive biases, it is important to be aware of their existence, to actively seek out diverse perspectives and information, and to use critical thinking and evidence-based approaches when making decisions.

In my experience it is very likely that you can have the best solution for the problem detected in an inconvenient frame of reference. This causes you to fail, and you don't even know why.

To resolve this situation, we need to create a new stage in problem solving: the construction of a new paradigm.

In general, a paradigm refers to a framework or model used to understand and interpret a particular phenomenon. It can also be seen as a set of assumptions, concepts, values, and practices that form a particular way of thinking or approach to a particular subject or problem.

In essence, a paradigm provides a set of guidelines or principles that help to structure our understanding and interpretation of a particular subject or problem. It serves as a lens through which we view and make sense of the world around us.

We need to change the paradigm, to interpret reality in a different way, and find new problems. For that it is necessary to build frames of reference.

We can develop new paradigms through a variety of ways, including:

1. Experience: Personal experience can provide a wealth of knowledge, especially in fields such as science, art, and athletics. Through trial and error, observation, and experimentation, individuals can gain valuable insights and develop new skills.
2. Observation: By observing the world around us, we can gain knowledge about the natural and social phenomena that exist. This can include observing patterns, relationships, and cause-and-effect relationships.
3. Reasoning: Through logical reasoning and critical thinking, we can analyze and evaluate information, draw conclusions, and make predictions about the world.
4. Education: Formal education, whether through schools, universities, or training programs, is a structured way of acquiring knowledge and skills in a particular field.
5. Communication: Through communication with others, we can exchange information and ideas, learn from other perspectives, and build upon existing knowledge.

Overall, create new paradigms is achieved through a combination of these methods and involves a continuous process of learning, questioning, and revising our understanding of the world.

In these creative processes, we could involves several strategies, including:

1. Be aware of biases: The first step in reducing cognitive biases is to be aware of their existence and their potential impact on our thinking and decision-making. By recognizing and acknowledging our biases, we can be more vigilant in avoiding their influence.
2. Seek diverse perspectives: Exposing ourselves to diverse perspectives and information can help to challenge our assumptions and biases. This includes seeking out viewpoints that differ from our own and considering alternative explanations and interpretations.
3. Use critical thinking: Critical thinking involves evaluating evidence and arguments in a systematic and logical way, rather than relying on intuition or preconceived ideas. It involves questioning assumptions, identifying and evaluating biases, and considering alternative explanations.
4. Use evidence-based approaches: Rather than relying on intuition or personal experience, it is important to use evidence-based approaches when making decisions. This involves seeking out and evaluating high-quality evidence, rather than relying on anecdotal evidence or personal experience.
5. Slow down and reflect: Slowing down and taking time to reflect on our thinking and decision-making processes can help to reduce the impact of biases. This can include taking a step back and considering alternative explanations, seeking out additional information, or consulting with others.

By incorporating these strategies into our thinking and decision-making processes, we can reduce the impact of cognitive biases and make more informed and effective decisions.

In summary, design a new paradigm refers to a mindset or approach to problem-solving that challenges traditional ways of thinking and disrupts established practices and assumptions. It involves questioning the status quo and exploring new ideas and perspectives that can lead to innovative and unconventional solutions. This would be a new stage in problem solving, phase zero.

This is especially important when good solutions do not eliminate problems, or when a company does not find problems, something essential in organizational development.