Most of us have toolkits that contain whatever is needed for addressing problems that have inherently well-defined structure. For example, we can all calculate how long a project will take given the list of tasks, their dependencies, and the effort and time required for each task. It might be laborious, but it's doable. And if we give that same set of data to two different people, the results would be in close agreement.
But some problems don't have inherently clear structure. Some cannot be expressed mathematically. For example, to determine why Lisa and Louis can't get along, mathematics is of no use. Even when we can imagine calculating an answer to a problem, we must be certain that we've expressed the problem completely, without duplication. For example, to determine the capital needs of a startup company, we need to have a complete list of its equipment needs. In that case, it's easy to generate a list, but not so easy to determine that the list is complete.
For unstructured For unstructured problems, it's useful
to have a list of questions to ask that
might serve as guides for ensuring
that we understand the problemproblems, it's useful to have a list of questions to ask that might serve as guides for ensuring that we understand the problem. For that purpose, I offer the list below, in no particular order.
- What questions would I like to know the answers to?
- If I had the answer to question X, what do I think the answer would be?
- If I had the answer to question X, what questions would I ask next?
- I don't know the answer to question X, but what do I know about the answer to question X?
- I don't know the answer to question X, but what do I know about the answer to question X that I've forgotten I know?
- What's the significance of the answer to question X? What does it matter?
- If I had the answer to question X how could it change what I'm doing now? How would it change what I plan to do next?
- The answer to question X was Y last week. Is the answer still Y this week?
- What did I believe to be true in the past that turned out not to be true?
- Among those of my past beliefs that turned out to be mistaken, is there any discernable pattern?
- Which cognitive biases have affected my judgment in the past?
- Which cognitive biases might at this moment be affecting my judgment?
- Among the cognitive biases that affected my judgment in the past, is there any discernible pattern?
- What questions would have been useful to ask in the past if only I had asked them?
- How do we know that we've included all the risks (all the expenses, all the revenue, all the …) that we needed to include?
- What am I assuming that I'm unaware I'm assuming?
- Why am I asking question X?
- How do I know what I know about X?
- Why do I not know the answer to question X? What missing pieces would let me find that answer?
- What am I not asking questions about?
- I know that solution S is a solution to Problem P, but how do I know that there isn't a better solution?
- Have I confirmed that this problem is my problem to solve?
- How do I know that this problem is my problem to solve?
- How do I know that solving this problem is necessary?
- How much is the solution to this problem worth?
- How much will solving this problem cost?
- If X worked so well in situation S, why is X not working in situation S'?
- If X and Y both worked well in situation S, why is X working in situation S' while Y isn't working at all in situation S'?
- If X always produces Y in situation S, and Y always produces Z in situation S, why doesn't X produce Z in situation S?
- If Person A works well with Person B, and Person C works well with Person B, why can't Person A work well with Person C?
One final question: if you were to add four questions to this list, what would they be? Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcome
Would you like to see your comments posted here? rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Problem Solving and Creativity:
- Backtracking in Incremental Problem Solving
- Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or
iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.
- Problem Not-Solving
- Group problem solving is a common purpose of meetings. Although much group problem solving is constructive,
some patterns are useless or worse. Here are some of the more popular ways to engage in problem not-solving.
- New Ideas: Experimentation
- In collaborative problem solving, teams sometimes perform experiments to help choose a solution. These
experiments sometimes lead to trouble. What are the troubles and how can we avoid them?
- Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight
places. Waiting is an often-overlooked strategic option.
- Cost Concerns: Comparisons
- When we assess the costs of different options for solving a problem, we must take care not to commit
a variety of errors in approach. These errors can lead to flawed decisions. One activity at risk for
error is comparing the costs of two options.
See also Problem Solving and Creativity and Problem Solving and Creativity for more related articles.
Forthcoming issues of Point Lookout
- Coming January 22: Storming: Obstacle or Pathway?
- The Storming stage of Tuckman's model of small group development is widely misunderstood. Fighting the storms, denying they exist, or bypassing them doesn't work. Letting them blow themselves out in a somewhat-controlled manner is the path to Norming and Performing. Available here and by RSS on January 22.
- And on January 29: A Framework for Safe Storming
- The Storming stage of Tuckman's development sequence for small groups is when the group explores its frustrations and degrees of disagreement about both structure and task. Only by understanding these misalignments is reaching alignment possible. Here is a framework for this exploration. Available here and by RSS on January 29.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed