The Power of Asking the Right Questions

Defining the right problem requires asking the right questions. If the problem is framed too narrowly, it could limit an effective solution — much less an innovative one. Indeed, if you can move beyond stated needs and dig into what really excites and motivates an individual, group, or company, then you can begin to propose solutions that are functional, wonderful, and cost-effective.

For example, in the 1960s, IBM was seeking the answer to a key question: “If a more reliable, cheaper, and faster process for photocopying were available, how many more copies would people make in a given year?”

The problem was framed too narrowly as “copies from originals” rather than considering a potentially much larger market that included “copies of copies of copies.” There was a big, missed opportunity that might have been anticipated if the right questions had been asked.

Challenging the Problem Statement

Never accept problems at face value. Always challenge them to either affirm their validity or recast them after further investigation. While we want to be very sensitive to what stakeholders, clients, consumers, or patients, tell us, we must be cautious about accepting their highly biased reports and their conclusions about what it all means and what they think is the best response.

The real problem may be masked for a variety of reasons: it is easy to be misled by a less serious problem or a symptom. Take time to periodically review and reflect on all the information gathered from interviews and conversations with stakeholders, all aspects of the context, precedent searches, and any other relevant sources. A main goal is to develop a deep, objective, evidence-based understanding of the issues, constraints, challenges, and possibilities surrounding the problem along with its root causes.

Avoiding the status quo and business as usual even in asking initial questions about the problem is an important part of a design thinking mindset. Analyze, organize, visualize, and quantify the information collected in a way that helps to clearly articulate the essence of the problem, or at least build a working definition of the problem as it evolves.

10 Key Steps to Solving Hard Problems

Consider the following 10 steps to look a problem in the eye and start the process of idea generation:

1. Document

Document specific and frequently expressed points or noteworthy comments from interviews with stakeholders, emphasizing different sides of the problem or illuminating some aspect of the problem.

2. Identify

Identify areas for further research to complement the interviews. Because stakeholders often have difficulty articulating needs and problems, there is an opportunity to be creative in identifying what’s truly relevant.

3. Develop

Develop lists, diagrams, and images highlighting key context observations. Graphics can render lots of complex material in a way that is far more readily understood and interpreted. Information that is translated into diagrams can inspire creativity and help think about possibilities for solutions.

4. Formulate

Formulate new questions related to the validity of the initial problem statement. Immerse yourself in another person’s environment and circumstances to gain insight. Be genuinely curious to keep learning about the situation.

5. Note

Note any novel or unexpected patterns, relationships, or insights that may be evident in order to go beyond a superficial understanding of the problem.

6. Eliminate

Eliminate the mass of extraneous material (carefully). Give gentle direction to stakeholders to help stay focused on the issue at hand. At the same time, remain alert to valuable bits of information that may spontaneously emerge as something unexpected. They could be clues to a possible solution.

7. Uncover

Uncover the fundamental causes of the problem or basis for the project. Possibilities become evident when you sincerely empathize—spend time, keenly observe, and engage—with stakeholders.

8. Collapse

Collapse a seemingly overwhelming problem into smaller, more manageable components (but keep the big picture in mind).

9. Filter

Filter the relevant information into two categories for complex problems: general and specific. This will facilitate initial idea generation by not overloading that phase of the process with too much information at one time.

10. Set Forth

Set forth the scope of the problem including constraints, concerns, and challenges. Also include the ultimate objectives, hopes, and dreams (and their rationale). These could be considered the design criteria on which proposed solutions are evaluated.

The Path to Innovation

Conducting this analysis is essential to set the stage for the most meaningful idea generation session. Then you’ll have the multidimensional and coherent understanding of the problem and its context from different points of view which is what you need to start brainstorming and solving the problem as you now fully understand it.

Ultimately, this knowledge will help you transcend the initial problem in a way that could lead to a highly responsive, even magical solution one not previously imagined by the client or stakeholders.