We all develop reputations for being problem creators, problem definers, or problem solvers. Fundamentally, every work is to deal with problems large or small both from long-term perspectives and on the daily basis. The business or societal progress is made via a healthy cycle of problem framing and problem-solving continuum. There are macro-problems and micro-problems; strategic problems and tactical problems. If every problem is like a jigsaw puzzle, can you envision the big picture and diagnose the real problem? Can you collect all important pieces of information in order to solve the problem? Does every problem have solutions? What is the best way to handle a problem? How can you tailor the best solution to the real problem? Often time, people intend to solve the problem, but they could become part of the problem if lack of the right problem-solving mentality, attitude, capability, and methodology to solve it.
The purpose of “Problem-Solving Master - Frame Problems Systematically and Solve Problems Creatively“ is to throw some light on how to understand, frame, and solve today’s multilayer, interdependent, and over-complex business problems effortlessly. Digital leaders and professionals should self-aware of their role in problems, show professional maturity, and develop a good reputation as the problem-solver. Problem-Solving Masters are those individuals or organizations who are equipped with digital mindsets, accumulate sufficient and updated information and knowledge, build the unique set of skills and capabilities, develop their own customized problem-solving methodologies and practices, avoid roadblocks and pitfalls wisely, and master how to frame problems (especially macro-problems) systematically and solve problems (especially strategic problems) creatively.
Chapter 1 Problem-Solving Masters: Problem-solving is about seeing a problem and actually finding a solution to that problem, not just the band-aid approach to fix the symptom. No one person or entity is always the source of problems. Likewise, no one person will be the panacea to all problems, but with teamwork, amicable solutions can be achieved. Today’s digital leaders and professionals should become problem-solving masters who can frame the right problems and solve them effortlessly.
Chapter 2 Problem-Solving Methodologies and Practices: Running the business is fundamentally an iterative problem-solving continuum. The business management should determine why problems happened, how problems escalated, which areas of the organization were affected, and when the problems started. You need a more holistic approach to complex problem-solving and create a framework within which the journey between the defined problem and the proposed solution is clearly articulated with logical steps, assumptions, facts vs. opinions, symptoms vs. root cause etc., for both defining the right problems and solving them effectively.
Chapter 3 Creative Problem-Solving: Creativity is the ability to solve, or attempt to fix problems. It is a mental process which results in an action that tests a possible solution. Things either work or they do not. That action is creativity which allows innovators to stand out and above the rest for solving problems creatively and maximizing commercial value to the company.
Chapter 4 Leverage Systems Thinking in Problem-Solving: Systems Thinking is the way of thinking to understand the interconnections and interdependencies between parts. It’s important to leverage Systems Thinking in understanding the problem holistically, to see the trees without missing the forest. It’s important to apply Systems Thinking in framing the right questions before answering them, and it’s also important to leverage a good set of Systems Thinking tools to propose solutions.
Chapter 5 Problem-Solving Pitfalls: Things are complex, people are complex, businesses are complex, and the world as a whole is complex as well. Particularly when you look at a situation and wonder how on earth things could have evolved in such a way, this is the clue that you should first seek to understand the complex problems before jumping into the scenario on how to fix them. When pioneering and solving problems, initial solutions are often more complex than required, and then adoption and progress come with simplification. It is important to spend time on pondering what are potential pitfalls on the way to both define the correct problem and solve it effectively. Otherwise, even though you have a good intention to solve problems, perhaps just fix the symptom, and cause more serious problems later on.
We all develop reputations for being problem creators, problem definers, or problem solvers. To close the problem-solving capability gap, it is important to keep sharpening our problem-solving skills, always dig underneath the surface, and build a good reputation as an insightful problem-framer or a capable problem-solver.
