In last week’s post, I took a close look at defining the current reality and the desired destination. Now, I’ll offer some tips to further break down how to define the problem.
This diagram outlines the four steps for defining a problem in more detail. Let’s walk though each part.
1. Undefined problem. Begin with the general recognition that a problem exists. Think about the problem and answer these questions. Use brainstorming to address the situation from all angles. Don’t feel like you need to edit yourself!
- Who is involved?
- What are the issues?
- What is the evidence of the issues?
- What is the impact of the issues?
2. Layout problem elements. Start with the current reality. Do this in great detail in order to get a full and complete picture of the current reality. Be sure to include the situation, background and impetus for change—which is often a disturbing event. You may wish to interview others and gather multiple opinions. There must be reasons you and your company believe this situation should change. Now, think about these questions:
- Why should you change?
- Why is now the right time?
- Who made this a priority?
Now, move on to the desired destination. How do you want the situation to look? Keep in mind that the first time you write your desired destination statement, it may not be succinct and to the point. You may need to do rework it several times to come up with the right wording. Ultimately, this statement will be your guiding light as you move from your current reality to your desired destination. You need a simple, clear and concise statement that defines where you are going. Make it short and sweet.
3. Determine the question. Determine the question that defines the desired destination. In the previous post, we had a fun travel destination example: should the couple travel to Cabo for sun or to Whistler to ski? Determining the true desired destination for a complex business problem is not so simple. As you learn more about the journey from point A to point Z, the destination or goal may change several times.
4. Translate to SCQ. Translate to your information from the first three steps into Situation, Complication and Question (SCQ). The SCQ provides you a concise format to move a group to consensus on the problem. (This may be a new concept to you, but don’t worry! I will focus solely on what SCQ is and how it works in the next post.)
You can use the diagram above to help you work through applying the process to your own situation. After the first three steps, you should have quite a few pages of well-defined thoughts sitting in front of you. But, you would never just take those pieces of paper and give them to someone in your organization to explain the problem solving journey! This is where SCQ comes into play and the focus of our next Communicate to Win post.