… how can I frame a problem better.
Once upon a time building Occupants began complaining about the poor elevator service provided in their building. Waiting times for elevators at peak hours, they said, were excessively long and lift rides were indignantly slow. Several of the tenants threatened to break their leases and move out of the building because of this…
Management authorized a study to determine what would be the best solution. The study revealed that because of the age of the building no engineering solution could be justified economically. The engineers said that management would just have to live with the problem permanently.
The desperate manager called a meeting of his staff, which included a young recently hired graduate in personnel psychology…The young man had not focused on elevator performance but on the fact that people complained about waiting only a few minutes either for an elevator or in the elevator. Why, he asked himself, were they complaining about waiting for only a very short time? He concluded that the complaints were a consequence of boredom. Therefore, he took the problem to be one of giving those waiting something to occupy their time pleasantly. He suggested installing mirrors in the elevator boarding areas and inside the elevators so that those waiting could look at each other or themselves without appearing to do so. The manager took up his suggestion. The installation of mirrors was made quickly and at a relatively low cost. The complaints about waiting stopped.
Quite naturally, we often jump into problem-solving without critically evaluating and properly framing the problem itself. But innovation occurs only when we are able to frame and reframe the challenges presented to us effectively and address the fundamental cause of the problem.
By looking at the same set of facts from a fresh perspective, we can uncover gaps in understanding that pave the way towards more innovative and creative work.
So how can teams engage in problem framing?
Below, I share 10 ways to frame and reframe problems, drawn from research and industry practices. These techniques can be used to help teams understand challenges and opportunities from new and different perspectives.
1. Frame the problem at different magnitudes
Why-how laddering is a technique for analyzing problems at different levels of abstraction. Asking “why” reveals more abstract challenges, helping frame issues around meaning. Asking “how” reveals more specific, actionable opportunities, helping frame issues around usability. Climbing up and down the ladder helps teams create a hierarchy of needs ranging from abstract to specific.
Powers of ten is a technique for exploring different magnitudes of a problem, and seeing where it breaks down.
2. Frame the problem across time
Journey maps visualize a person’s experience across time. They are typically linear diagrams that include relevant actions, thoughts, and emotions that occur along the timeline.
A day in the life diagrams a person’s experience throughout an entire day, revealing typical actions, thoughts, and emotions that arise as part of their daily experience.
3. Frame the problem from another’s point of view
Personas are fictional characters that embody the beliefs and values of a specific user group. Adopting another’s POV helps frame problems based on the people you are designing for.
Extreme users exist on either end of the bell curve, and they help highlight key issues that may not be obvious by looking at the “average” user.
4. Frame the problem as its opposite
“How might we” questions transform challenges into opportunities for a specific group of people. Restating problems as opportunities enlivens and motivates action.
Worst case scenarios paint a picture of everything that can go wrong, and each disaster element becomes an opportunity for innovation.
5. Frame the problem within its spatial context
Cognitive mapping models the brain’s representation of a real or virtual environment. It’s useful for understanding mental models and discovering significant elements, pathways, and behaviors related to the space.
Concept mapping or mind mapping lays out known information or parts of a system, bringing clarity to complex topics. It can help teams identify patterns and unknowns.
6. Frame the problem as a network of relationships
Stakeholder mapping constructs a network of everyone involved in a situation, including what they care about and how much influence they have. By identifying a network of relationships, teams can identify existing challenges and opportunities for creating value.
7. Frame the problem as patterns
Affinity diagramming clusters similar items based on intuitive relationships. It organizes information and reveals patterns that may not have been obvious at first.
Rose, thorn, bud is great for visualizing information and tagging individual data points as roses (positives), thorns (negatives), and buds (opportunities).
8. Frame the problem as priorities
A 2×2 matrix helps prioritize information based on key decision criteria, helping teams identify the most relevant topics to pursue.
Bullseye diagramming or What’s on your radar helps prioritize elements around a target diagram, with the most important elements place at the center. With limited space at the center, this method helps teams visualize what matters most to people.
9. Frame the problem with the end in mind
Cover stories and PRFAQs involve working backwards from a clearly articulated vision. This helps teams identify the steps need to reach the goal, as well as the problems to be solved.
Scenario planning illustrates a character-rich storyline to describe the solution in its context of use. By communicating the solution, teams can work backwards to define a problem worth solving.
Long range forecasts reveal the implications of innovation on people, society, and the environment. Projecting solutions long-term can help teams identify which challenges and opportunities to pursue.
10. Frame the problem using analogous situations
Analogous situations reveal challenges and opportunities which may not be obvious with a direct approach. This can be useful when teams have limited access to the problem space or the people involved.
Final thoughts
Problem framing and reframing can take effort, attention, and practice. When done effectively, however, it helps teams see the world in a new light.
Innovation happens when we step back from an obvious problem and view it from a different perspective. Rather than jumping right in to solution finding, try asking a different, better q