| Is the problem you're working on really the one you | | | | refine your understanding of it. Revise the problem |
| need to solve? More often than you might guess, it's | | | | statement as you work, because you may need to |
| not. Instead, you may be working on just the | | | | come back to it as you go through the |
| symptoms of the problem you really need to | | | | problem-solving process. |
| address. Think of a patient and doctor. The patient | | | | 2. Check with the people who are most affected by |
| walks into the doctor's office with signs and | | | | the impact of the problem. They may not know |
| symptoms that something is not right. | | | | what the real problem is - or they may. But they're |
| The doctor takes in the information the patient | | | | probably the most passionate about getting it solved. |
| provides, along with what he or she observes. The | | | | As a result, their description of the problem they |
| "presenting problem" becomes more apparent, and | | | | think you should solve is likely to be very clear, |
| perhaps the doctor has enough information at this | | | | simple, and concrete. That may help you to see the |
| point to know what the real problem is, too. | | | | problem in a similar light. |
| But if the real problem isn't clear, the doctor orders | | | | 3. Fill in the statement, "The problem is...," as simply as |
| tests. When it becomes clear what the patient's | | | | you can, in ten different ways. See where the |
| condition really is, the doctor makes a diagnosis, may | | | | different problem statements lead you, and how |
| offer a prognosis, and develops a treatment plan. | | | | these ideas affect your understanding of what the |
| The patient then implements the treatment plan, | | | | real problem may be. |
| working further with the doctor, as needed. | | | | 4. Consider how different the ideal situation is from |
| Chasing the wrong problem - in medicine or in any | | | | the situation you have now. That may give you ideas |
| circumstance - wastes a lot of valuable time, money | | | | about the problem and the circumstances that may |
| and energy. Meanwhile, the real problem and its | | | | be causing it, which you need to ease or eliminate. |
| impact continue to grow. As that occurs, the | | | | 5. Imagine that this problem has been solved, and |
| circumstance may eventually become far more | | | | everything is working perfectly. Then imagine you are |
| difficult, if not impossible, to solve. | | | | recalling the way that the causes of the problem |
| How can you identify the real problem you have to | | | | were eliminated. Viewed from that perspective, what |
| address, when problem-solving is part of your work | | | | do you imagine the real problem was and what made |
| or life? Here are a few things you can try: | | | | it go away? Use that information to help you clarify |
| 1. State the problem you think you're facing. Then | | | | the problem now, as action to solve it gets |
| collect data to verify the "presenting problem," or to | | | | underway. |