The problem of problem solving

Not all problems are created equal and ensuring that you are working with the right tools, processes, governance and capabilities is essential to: 

1. solving the issue; and
2. not creating other problems.

Most professionals have skills in solving certain types of problems - but just because you have a hammer, it does not mean that every problem is a nail. There are four types of problem, and four distinct approaches should be taken to resolve them. 

Simple problems aka "There's a hole in the bucket..." - These problems are characterised by repeating patterns or consistent events where a clear cause and effect is present. Examples include an error on an invoice, a broken component in some equipment or a person lacking the skills for the task at hand. 

The singular answers to these problems are found via a cursory diagnosis and application of an almost obvious solution based on established practices. 

When dealing with simple problems be aware when they recur or established methods fall short as this may indicate a more advanced problem type (such as complicated problems). Systems that are focused on resolving simple problems should record the problems and communicate resolutions. This data can be analysed later if required for diagnosis and resolution of complicated problems.

 Complicated problems aka "Experts required" - Most professionals spend their time in complicated problems, applying their experience (knowledge) and expertise (practice) to problems that would not be easily solved by the layman. Ever been struggling with getting your computer to do something and then felt dismayed at how effortlessly your computer savvy friend clicks a few things and magically your problem is resolved? Behold the complicated problem - a discoverable cause and effect easily parsed by experts who then often can generate multiple solutions before settling on the 'best' one available, with a testable resolution. These problems are often technical (STEM) but can also be present in disciplines like law, medicine or finance.   In a business context these could manifest as a process quality problem, intermittent failures of equipment and systems or a balance sheet that doesn't. When solutions are found they should be communicated to others such that expertise grows and/or reliance on experts is reduced.

Seemingly complicated problems often belie more advanced problem types (such as complex problems). When expert solutions become mired in unintended consequences or become seemingly ineffectual this is likely the case. Be on the lookout for analysis paralysis (where experts can't quite seem to nail down or agree to the exact causes), unintended consequences (where experts seem to have had some effect on the problem space but the original issue persists or new issues arise - "shifting the bottlenecks") or trial and error (where experts seemingly don't have anymore insight than a layperson). 

Complex problems aka "What a mess" - Complex problems are characterised by flux and unpredictability,  no seemingly 'right' answer and many competing ideas as to what the actual problem is (and what solution is needed). While the cause and effect is not clear there are definitely patterns that are visible (a string of failed projects, a history of underperformance or persistent cultures or mindsets in an organisation). These problems are often the domain of middle and senior management.

The reasons these problems seem so insurmountable is that they either:

• seem so abstracted and nebulous to preclude any concrete actions (The "where do I start" problem);
• are considered impossible to address based on multiple failed attempts to address them in the past (The "greater men then you have tried" problem); or
• so embedded and accepted that to even get acknowledge the problem is tantamount to heresy or having suffered the departure of one's mental faculties (The "elephant in the room" problem).

The "where do I start problem" is often a product of managers who are (or formerly have been) experts not being able to get a foothold on the problem via their existing critical and analytical thinking skills and only taking on problems they feel equipped to deal with. The "greater men then you have tried" problem is the result of change fatigue or frustration with the unintended consequences that have occurred in the past where a complicated problem solving approach has been applied incorrectly to a complex problem space. The "elephant in the room" problem is a failure of vision or a bias towards the status quo that prevents consideration of future states that may create different value, employ new methods or requires non-experts or different expertise. In all cases, proof of success at the small scale is needed before stakeholders will buy into a a large scale solution.

The state of the art for approaching complex problems is Systems Thinking. Those aspiring or occupying these management roles would be well advised to cultivate this capability. However, a basic approach to complex problems can still be employed.

Do:

• Experiment - be prepared to try multiple approaches to improving the situation and measure and monitor the results of initial trials to ensure that the situation is being improved and unintended consequences are minimised or acceptable.
• Start small - while experimenting manage risks by only affecting parts of the extant system with your trials. As options demonstrate promise, start to scale up in time.
• Embrace diversity - create multi-disciplinary teams and include distinctly "non-experts" in the process to generate a wide variety of ideas an approaches, as well as combining ideas from different disciplines, experiences and demographics.
• Provide space but keep up communication channels - set boundaries for experimentation but then allow for exploration and self-regulation of the group (avoiding hierarchy). Allow solutions to emerge over time rather than following a process.

Do not:

• Fall back into complicated mode - avoid analysis and seeking of facts to support one solution over another, the reliance or prioritisation of expert opinions, the temptation of seemingly 'silver bullets' and the use highly structured approaches (like project management). Remember - when calculating the path of a thrown object, analysis will be useful with the object is a rock (complicated), but unusable where the object is a live bird (complex).
• Try and accelerate resolution - prematurely trying to engineer a solution will either be ineffectual or result in unintended consequences such as making the problem worse, wasting resources or disillusioning participants and stakeholders.
• Try and determine causality - complex problems are the result of highly connected interacting elements that are highly diverse and subject to constant change. Like quantum mechanics, solutions are non-intuitive and should not be discounted because they appear "crazy". Let the results speak to the efficacy rather than trying to work out how the solution will improve the situation.
• Expect success - complex problems are complex for a reason, so all resources that are made available for their resolution must be considered 'at risk'. Take a portfolio approach, where effort towards complex problems may be less likely to generate success, but where success is achieved the value is sufficiently high to justify the risk.

Chaotic problems aka "putting out fires" - chaotic problems are emergencies, with highly turbulent conditions, no causal relationships and usually a lack of information. In these situations action is more important than inaction (do not stand in the burning building trying to determine the optimal exit trajectory ). Make the best decisions possible and implement while monitoring results and correct as required. Do not allow the chaos to continue. Ensure that others review the decisions and actions to try and avoid these situations in the future and to allow for better decision making should similar situations occur. 

As Einstein was reported to have said "If I had an hour to save the world, I would spend 55 minutes defining the problem and five minutes finding the solution". Make sure that you have identified the type of problem you are dealing with before you begin to approach it in order to maximise the chances of success, or at least mitigate the consequences of failure.

Do you have any examples of the different problems types above or examples where the wrong approaches have been applied? Please share below in the comments.