“If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it” – Einstein, Albert

 

These remarks are well-reasoned and full of wisdom. When confronted with a crisis, however, the majority of the organisation appears to disregard these signals. Most companies don’t define the problems when they’re making new products or processes. Their goal is to solve and explain those challenges. There is always a rush to fix the problem, and the educational system should be held accountable. As soon as the exam paper is sent out, everyone starts rushing to find a solution. Researching the issue before attempting a solution is never a recommended strategy for students. Never comprehend the question, just the solution is what matters.

 

Assuming we don’t fix this now, how will we manage to fix it when everyone is in a leadership position?

 

Without that level of precision, businesses lose out on chances and squander resources. Their innovation initiatives wind up being at odds with their overall strategy. Leaders often recognise late in the game that they’re addressing the wrong issues. Here is an example that I made up:

Person in Charge: “Why do you need that lubricant?”

Technician: “We need this lubricant since the machine gets hot before the product completion”

Person in Charge: “Why don’t you get machinery that doesn’t heat up?”

Technician: “No one makes a machine which is an exact fit for us”

 

This begs the more fundamental question: Is the lubricant essential, or does the corporation require an alternative method of production?

 

In light of our collective experience, this case is typical. Specific, near-term problems are always assigned to a lower hierarchy resource.  There isn’t a solid procedure in place for figuring out the magnitude of the problem. This means that the leaders are ignoring a chance to fix the systemic problems with the strategies.

 

Both providing and receiving information are essential components of every problem. My colleagues and I had a lot of problems. The phrase “WHAT I WANT” used to be my jumping off point for protracted talks. I would move forward with a jumble of scenarios and recommendations, none of which are crystal clear. Rephrasing the moot query was his instruction when I approached my mentor regarding this matter. The question of “WHY I WANT TO SOLVE THIS” was his first request.

 

As a group, we need to know that asking “WHAT” produces defensive players and asking “WHY” produces bonding ones.

 

Everyone should begin asking questions, but it’s important to ask the appropriate ones. The “WHY” is never the starting point of a customer’s request or question. Their first concern is always with “WHAT” they’ll need. The leader must engage in conversation with the individual to ascertain the initial motivation behind their request.

 

Look at something that most of us have experienced; it’s commonplace. The moment a client inquired, “Where is the documentation?” we would have promptly provided him with a link. Instead of sending a link to the documentation, go around it.  Instead, you should inquire as to “why weren’t the documents found?” or “where did you search for them?”  The whereabouts of the documentation might be known to you and him. Without the why, we won’t understand the context or situation.

 

Be sure to inquire as to the rationale behind any unexpected feature requests. Find out what’s really wrong.

 

Why?

 

When there’s an issue, your customers are quick to notice. They are unsure as to whether or not the remedy will address their issue. Seeing or touching it is the sole way to move forward. (“What” is the starting point for this question). My recommendation is that anyone interested in this subject please read “Start With The Why” book,

 

It is not the role of leaders to devise solutions. Problems should be defined and prioritised. There are many advantages to concentrating on the issue rather than the solution:

Prioritise the user’s need, the problem you’re attempting to address, and the reasons behind solving it above worrying about the details of how to do it.

• A more in-depth comprehension of the user seems to be the bias of your studies.
• With more context, your comprehension grows richer. Because of that, your team is better able to discover answers that might not have been apparent otherwise.
• Avoiding optimisation for local maxima is your goal. Pay attention to the issue at hand rather than fixating on a certain solution. The more accurately you describe it to the team, the more options they will have for possible solutions.

Is there a way to find this information? To cut to the chase, the answer is yes, and here’s the full version. Part two: the HOW. There are four distinct stages to this procedure (each of which warrants its own blog post). Therefore, I will only skim the surface for the time being.

 

First, you must determine a problem that needs solving.

To begin with, what is the most fundamental requirement or issue?

To what end are we aiming?

Does this solution have the potential to benefit the sponsor?

 

Second Step: Provide Reasons for the Need

Is it in line with the plan your team has in place?

Is there any benefit for your team to try to fix this?

How are you going to quantify the advantages?

When implementing this solution, how can you be confident it will work as expected?

 

Third Step: Put the Issue in Perspective

Have you previously attempted any of these methods?

Has anyone else attempted this?

When putting the solution into action, what limitations are there? Both internal and external

 

Fourth, identify the problem.

Could there be multiple issues entangled in this one?

What are the most fundamental needs that the solution should address?

Which group does your company use to solve problems?

Which portions of the problem statements should external teams be made aware of?

For this solution, what counts as success?

 

Although the specific sequence is not rigid, the stages themselves are.

Compare before ending the renowned shloka from Gita Ch-2 V47 in terms of its problem-solution significance.

 

कर्मण्येवाधिकारस्ते मा फलेषु कदाचन । मा कर्मफलहेतुर्भुर्मा ते संगोऽस्त्वकर्मणि ॥

Karmanye Vadhikaraste, Ma phaleshou kada chana, I Ma Karma Phala Hetur Bhurmatey Sangostva Akarmani II

 

This is what they taught us as children. Just do your job without worrying about the consequences. Keep your attention on the task at hand and not on the result. Do you place a higher value on outcomes or actions?

 

Action: Things you can do, because enhancing your actions is the first step towards improved outcomes.

Avoid worrying about the unknown (SOLUTION) and instead concentrate on the known (PROBLEM). Because suffering is inevitable if the outcomes do not meet your expectations.

 

Our first step should be to comprehend the issues. Then the solution, which is a byproduct, will appear on its own. If we, as leaders, are crystal clear, our teams will follow suit and provide the desired outcomes.