Demystifying Complex Problem-Solving: A Practical Endeavor

Solving Complex Problems / Graphic by Towfiqu barbhuiya on Unsplash

Can all complex problems be solved?

Uncertain business environments, societal challenges, and an interconnected world led to a plethora of often complex problems, but also a pressure to quickly find solutions to them. While the starting question is a philosophical one that can be only answered with "Maybe yes, maybe no.", I believe that there are several ways that can least improve our chances. One such ways, is a combined analytical - structured creativity approach that I present here. By no means is this the only way, the silver bullet solution or entirely new to this world. 

6 Steps that can help to solve complex problems.

Step 1: Define the Problem Space - Illuminating the Path

Embarking on a problem-solving endeavour, your initial focus is to define the problem space like a diligent investigator. Dive deep into the conundrum, and answer who are you solving the problem for and what the wants, needs, desires, feelings etc. of all the key stakeholders are. Think not only of the primary target, but also connected beneficiaries from a problem solution. Additionally aim to define approximate boundaries and distinguish what is part of the problem and what not. 

Step 2: Break Down the Problem into Root Causes - Unveiling the Hidden Layers

First, identify the main superficial facets (or areas) of the problem. The, dig deeper for each by asking yourself "Why is this a problem?". Further drill down the whys into at least another two layers of whys by questioning the underlying causes of each identified why. And push into the depths as much as possible. While 3 levels of understanding root causes are the basis, sometimes exploring up to seven levels of depth is what is really needed. A tree diagram can help to visualise and support the thinking. Beyond the superficial appearances, the driver of the problem will emerge, offering valuable insights. Once the root cause is identified, the problem scope of step 1 should be looked at again and boundaries revisited to understand the solution scope. 

Step 3: Practice Structured Creativity - Unleashing the Spark of Everyone's Mind

Once the real root causes and scopes are identified, it is time to develop options to solve it. While simply listing the first-best solutions may work in case of simple problems, in complex problems solutions may not be so apparent. Using tools to be purposefully creative can lead to heterogeneous ideas and superior solutions. 

Creativity can be practised by anyone, and structure helps it. Two important ground rules at this stage are that no judgement of ideas is allowed at this stage (particularly important in group settings) and that existing ideas are just new ones. Two approaches that I found particularly useful are analogy cards and flipping obstructions. Analogy cards work in a simple manner. For me, a particularly effective type of analogy cards are ones that show a renowned personality or company. Then one should step into the mind of this company or person. What would they do? Note down the results and continue with the next card.

Flipping obstructions means taking the pains and obstacles identified as from target viewpoint in step 1 and from the problem point in step 2. Note each of them and write down 3 to 5 solutions for each point individually that would overcome these. Quantity counts more than quality in stage 3. Once you have over 50 or 100 ideas you can continue to the next step.

Step 4: Map Your Creativity Outcomes- Crafting a Tapestry of Ideas

Visualize the ideas collected in the previous on a physical or digital board placing those closely connected to one-another in proximity. If working in a team in this process, let everyone place them silently first and allow for people to relocate ideas to another area. Then, discuss if each is fitting where it was placed. If not discuss where it should be positioned. Still, no selection or judgement of ideas should be made at this stage. 

Step 5: Assess Desirability, Feasibility, and Viability

Once the solution areas are charted, it is time judging and selecting which solution area (set of collocated ideas) is best suitable. To do so, you can ask yourself three questions for each set of ideas: 

1. Does it fulfil the needs, wants and desires of the people to whom it is targeted? Note that this is not necessarily (only) a consumer or customer. It can be also a decision maker, gatekeeper, opinion-leader etc.;

2. Is it feasible based on the underlying technology, the resources can access internally and externally, the timeline on which a solution is needed etc.?

3. Does it make sense economically overall? Can we sustain this solution?

Based on these three questions, I like to allocate for each question 1-3 stars to the idea circles. However, how you rate and weigh the criteria, may depend on contextual factors as well as personal preferences. Overall, judging the idea areas should not be on a time-consuming detailed investigation of each aspect, but rather simply provide more objectivity than a subjective, "I don't like it". 

Step 6: Select the Preferred Solution and Iterate - Progressing towards Excellence

Excellent. Based on the previous step you can identify the best solution. Now you can further work on its features and make it a workable solution. But heed this wisdom: the path to triumph is rarely linear. Return to the creative stage, broadening your horizons once more. Also seek direct feedback for your solution from the people it is targeted to. Solving a complex problem may take a few turns. Sounds like lean innovation? It has quite a few features in common. 

Share your thoughts and experiences with as well as ideas on tools for problem solving in the comments.