{"id":11860,"date":"2020-11-09T21:49:29","date_gmt":"2020-11-10T02:49:29","guid":{"rendered":"https:\/\/mgrush.com\/blog\/?p=11860"},"modified":"2026-04-21T13:02:18","modified_gmt":"2026-04-21T17:02:18","slug":"problem-solving","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/problem-solving\/","title":{"rendered":"Remember the WHY Before the WHAT – An Integrative Problem Solving Framework and Agenda"},"content":{"rendered":"

Searching for a problem solving approach proven to work in a variety of situations? \u00a0<\/strong><\/h2>\n

Whether you\u2019re a group of highly paid nuclear physicists designing a new multimillion-dollar scanner or a group of unpaid volunteers supporting the growth of a children\u2019s choir, you need to know how to move collaboratively from where you are to where you need to be.<\/strong><\/span><\/p>\n

\"Problem<\/a>So How Do You Get There?<\/span><\/h3>\n

There’s more than one right method for effectively leading groups and teams down an optimal path. First, however, be extremely cautious and avoid beginning your meeting or workshop with analysis, unless you have already clearly agreed on a purpose (i.e. Why do we need a solution?)<\/em><\/span><\/p>\n

Most approaches to problem-solving assume a common, pre-existing purpose\u2014but an effective meeting facilitator presumes the opposite. They work with the assumption that most groups lack a clear, coherent, and consensual purpose, the WHY before the WHAT. Yet secondary research shows that most problem-solving approaches include only the following steps (parenthetical comments reference the paragraph below)<\/i>:<\/span><\/p>\n

    \n
  1. Problem identification (frayed collar)<\/i><\/span><\/li>\n
  2. Problem diagnosis (socially embarrassing)<\/i><\/span><\/li>\n
  3. Solution generation (click or brick options)<\/i><\/span><\/li>\n
  4. Solution evaluation (apply preferences)<\/i><\/span><\/li>\n
  5. Choice (selection)<\/i><\/span><\/li>\n<\/ol>\n

    Using a simple example in our private lives, we may identify (1) a frayed collar<\/em><\/strong> on our favorite shirt or blouse. (2) The collar scratches and could potentially be socially embarrassing<\/em><\/strong> to wear. (3) One solution would be to go a click or brick<\/em><\/strong> store where we can find assorted options on the screens and shelves. (4) Applying our preferences<\/em><\/strong> for brand, color, price, size, etc., (5) we make our selection<\/em><\/strong>.<\/span><\/p>\n

    Yet even a Frayed Collar Requires Purpose When Problem-Solving!<\/b><\/span><\/h4>\n

    It’s just a collar–right? True, and if you were purchasing the shirt for yourself you would already know the purpose. However, imagine you hear your dad complaining that he needs a new shirt because his collar is frayed and he\u2019s embarrassed to wear it (steps 1 and 2)<\/em>. Wanting to please him, you ask him what his favorite clothing store is, what size he needs, short sleeve or long sleeve, and what color he prefers (steps 3,4, and 5)<\/em>. Then, armed with this knowledge, you purchase a new medium white shirt from his favorite store, but when you hand it to him he frowns and says, \u201cThanks, but I can\u2019t wear this white golf shirt to my best friend\u2019s formal wedding.\u201d What did you forget to ask? The purpose!<\/span><\/p>\n

    Although our purpose strongly influences our selection, consensually articulated purposes are usually omitted from problem-solving methods. Why? Because most educators lack experience leading meetings. Bottom line: As the meeting leader, or facilitator, you must build consensus around WHY we are doing something before you analyze WHAT<\/a> should be done (and eventually, HOW to do it).<\/span><\/p>\n

    Conflict in Problem Solving<\/b><\/span><\/h4>\n

    We have seen meetings begin to unravel until we re-direct or help the group build common purpose. Without common purpose, there is no common ground managing arguments and, with limited resources, making the necessary trade-offs or exclusions.<\/p>\n

    Common Purpose Sets Up an Integral, Win-Win Result<\/b><\/span><\/h3>\n

    Every problem-solving method yields different consequences when measured by team ownership (risk) and decision quality (reward). Risk-reward is optimized when you first establish common purpose. If you fail to facilitate agreement about purpose before you tackle the problem, you risk compromise, voting, or withdrawal. The different methods of solving problems include:<\/span><\/p>\n

    \"Problem<\/a>

    Problem-Solving Starts with Problem Definition<\/span><\/p><\/div>\n