Define the Problem
The first principle of decision-making is that the decider needs to define the problem. If you're not the one making the decision, you can suggest the problem that needs to be solved, but you don't get to define it. Only the person responsible for the outcome does.
Defining the problem starts with identifying two things: (1) what you want to achieve, and (2) what obstacles stand in the way of getting it.
Unfortunately, people too often end up solving the wrong problem.
Often the first plausible description of the situation defines the problem that the team will try to solve. Once the group comes up with a solution, the decision-maker feels good. That person then allocates resources toward the idea and expects the problem to be solved.
Because the first lens into an issue rarely reveals what the real problem is, so the real problem doesn't get solved. The social default prompts us to accept the first definition people agree on and move forward. Once someone states a problem, the team shifts into "solution" mode without considering whether the problem has even been correctly defined.
Most of the time, they end up missing the real problem and merely addressing a symptom of it. They react without reasoning.
The Definition Principle and The Root Cause Principle
Here are two key principles to follow when defining the problem:
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The definition principle: Take responsibility for defining the problem. Don't let someone else define it for you. Do the work to understand it. Don't use jargon to describe or explain it.
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The root cause principle: Identify the root cause of the problem. Don't be content with simply treating its symptoms.
Step 1: Ask "What would have to be true for this problem not to exist in the first place?"
This question helps you get to the root cause rather than just addressing surface-level issues.
The way you define a problem changes what you see. Framing it differently can reveal new solutions.
Safeguarding the Problem-Defining Stage
There are two main ways to safeguard this crucial stage of the decision-making process:
- Build a problem-solution firewall: Separate the problem-defining phase from the problem-solving phase. Hold two separate meetings - one to define the problem, and one to come up with the solution.
Asking for two separate meetings to solve a problem that seemed obvious is not an easy sell, but it's worth it. It prevents rushing to solutions before fully understanding the problem.
- Use the test of time: Evaluate whether a solution will fix the problem permanently or just treat a symptom. Will this solution stand the test of time, or will the problem return in the future? Short-term fixes may feel like progress, but they never win in the long run.
Solutions appear when you stop bargaining and start accepting the reality of the situation. Avoid the temptation of magical thinking - putting your head in the sand and hoping the problem will disappear on its own.
By following these principles and safeguards, you can ensure you're solving the right problem, not just the most obvious one. Defining the problem correctly is the critical first step to making great decisions.