SCOPING A PROBLEM
When thinking about the reframing process, remember that small words in a problem state-
ment can dramatically change the view of a problem, and the number and range of solutions
that are subsequently considered. For example: “I need to buy a new, midsize car” to “I need
to buy a new car” to “I need to buy a vehicle” to “I need a vehicle” to “I need some form of
transportation.”
Leaders need to size up problems quickly and determine whether a problem definition is
too narrow—often a disguised solution—and leads to an overly restricted range of options.
Alternatively, a problem definition may be too broad and fuzzy—confusing and concealing
underlying causes—and lead to ineffective solutions.
Use this continuum to assess the true nature of a presenting problem.
SECTION 7 TOOLS FORPROBLEMSOLVING, DECISIONMAKING, ANDQUALITY 201
Characteristics- A solution • Complex, fuzzy
- A symptom • Multiple causes
- Assumes the cause is known. • No one action will solve the issue.
Examples
Systems: Engineering:- “We need a new spreadsheet program.” • “How are we going to deal with the design
problem?”
Human Resources: Training: - “We need to fire Mr. Doe.” • “Our problem is communication.”
Public Affairs: Financial: - “Let’s redesign the brochure.” • “Accounts receivable is in bad shape.”
Impact- Short-term, nonstrategic reputation • Without further clarity of all contributing
as a leader issues, the solution may fail. - Solution may fail because it did not • Need to tolerate ambiguity and confusion
deal with underlying cause. on the way to clarifying a more specific - Suboptimal solutions problem definition.
Leadership Strategies
✔ Ask broadening questions that open up ✔Ask for examples of the concern to make
options. the concern more concrete.
✔ Ask questions that focus on end- ✔Manage ambiguity and confusion by
results and underlying needs. summarizing frequently.
✔ Avoid asking whyquestions, ✔You may wish to deal with the urgent or
which tend to put the problem presenter on emergency aspects of the concern first, but be
the defensive. careful: You may never get to the underlying
issues.Very Narrow Problem Definition Very Broad Problem Definition