Problem structuring:

What, Why & How?

Do you ever find yourself not knowing where to
start?
Do you delay beginning new projects due to uncertainty about how to plan them, dread finding out
about new legal or environmental requirements, or find it hard to tackle substantial changes in
direction? If you recognise any of these symptoms, a bit of problem structuring may help.

What is problem structuring?

Problem structuring is a simple technique for breaking down complex, messy questions into
manageable subsets of issues. It is used, in slightly differing forms, and under slightly different
names, by lawyers and management consultants, and in all forms of project management, and
although its a standard part of the engineers toolkit, its definitely not rocket science.

Why is problem structuring useful?

The benefits, if the process is carried out to its full potential, are;

Comprehensive identification of issues within a specified problem,

Clarity about inter-relationships between those issues,
Identification of dominant issues (i.e. those which should receive most focus, as a resolution
would render other issues irrelevant, or easier to manage),
A plan for analysis or issue resolution,
Consensus on relative priority of issues, and
A structure for communication of both the issue, and the resolution.

In a nutshell, problem structuring helps to ensure that you dont miss anything, you dont focus on
less important issues at the expense of the important ones, and you have a plan for what to do to
get to a resolution.

How do you structure a problem?

The basic steps are as follows;

Define the problem you are working on, in the form of a question, e.g. Which new strategic
options should we pursue?, Is our current CSR policy adequate? or Should we invest in
this new technology now? Starting with a question, rather than a heading, is a useful
discipline, because when you have an answer for the question, rather than a list of
interesting possibilities, you will know that you are done.
Brainstorm all the possible questions relating to the problem. You dont need to answer
them, but you do need to write them down as questions. Be as creative and as persistent as
you can the fuller the list, the better. Discuss the question with functional heads, and other
people with knowledge, or get them into the brainstorm from the start, if you can.

Look for themes among the questions. Many of them may relate to money for example, but
others to business or personal objectives, to market developments, or to how competitors
may react. Organise your long list of questions into themed groups, and try to generate a
question that describes each theme.
Look carefully at the relationships between questions within a theme. Some questions will
be part of other questions e.g. what revenue growth can we achieve next year? would be
a sub question of what profit growth can we achieve next year?
Then look for killer questions the ones that outweigh others in importance, or if you
knew the answer to them, would make other questions irrelevant. e.g Can we (realistically)
raise the money to pursue this option? or Is our current technology limiting our
competitiveness? If the answers to these questions are no, you can pretty much stop
working on the problems.
Put your effort into resolving those killer questions. They are the priorities, and focusing on
them will ensure you are efficient in covering all issues, rather than working on everything at
once. Be aware that some killer questions may have political or emotional aspects, rather
than purely rational. (Would the new machine require expertise our current operators
cannot realistically acquire?)
Now you are at a cross roads and the next step depends on the objective of the exercise.
You may be looking to make a decision at this point, informed by your identification of the
key questions. You may need to do further research, or analysis, to answer some of the
major questions before you can make a decision, or you may be seeking agreement around
the issues and their relative priority, in order to progress to a project plan.

Define
problem

Brainstorm
the
issues

Sort
into
themes

Identify
linkages

Agree
priority
questions

Plan
next
steps

Tips for successful problem structuring:

In common with most simple processes, the quality of the output depends on the quality of the
input. Shortcuts are tempting, but should be recognised for what they are, and the impact they will
have on the final output. Garbage in = garbage out. This is true for all steps of the process.

Initial problem definition makes a critical difference to the outcome. The question What is
our product strategy for the next 3 years? needs different information and possibly
different people in the discussion, from Should we pursue Option A?, although one may
turn out to be a sub-question of the other. A clear start point will get you to a clear
outcome.
Brainstorming benefits from
o the right mix of people in the room (people with technical knowledge, key
stakeholders in the outcome, people likely to challenge the current view),
o the right environment (no disturbances) and a facilitation approach that encourages
openness and creativity.

If you can invest in a bit of facilitation, it will pay dividends, as an experienced

facilitator will ensure your investment of time and people delivers a robust end
product.
Theming will work better when enough time is invested to get groups of issues that can be
worked on together, and to root out overlapping sets of issues and clarify their relationship,
or when enough discussion takes place to ensure most people are bought into the outcome.
The approach to, and time invested in, prioritisation depends on the objective of the
exercise.
o If agreement among a team about priorities is the objective, then it makes sense to
invest a greater proportion of the available time in the prioritisation stage, allowing
for different versions to be discussed and all team members to have input.
o If the objective is to highlight key analyses, or make a rapid decision by achieving
clarity quickly, then a quick and dirty approach may be appropriate, and one
person may take a lead in pushing to a conclusion on priorities.
o Beware of mixing those approaches lasting consensus is rarely achieved by one
person dominating the discussion, any more than rapid decisions are made by
committee.

How to eat an elephant.

As the old proverb goes The way to eat an elephant is one bite at a time.
Problem structuring helps you to create bite-sized chunks from big,
lumbering problems. It enables you to put structure around complicated
problems, and plan how to resolve them. It helps you to focus your time on
the issues that really matter, to be crystal clear about which issues are
and are not linked within the bigger problem. It is a powerful way of
getting through work quickly with a team, or by yourself, and it can be a
great aid to communication.
Next time you find yourself confronting an elephant of a problem, look it
firmly in the eye, and reach for your problem structuring toolkit. Before you know it, it will be a
plateful of bite-sized chunks.
Much easier to digest.

_________________________________________________________________________________
Problem structuring can be applied to all types of problems, from strategic plan preparation to day
to day issues. For practical help, including design and facilitation of workshops, call Jackie Mackenzie
at GoodBetterBest Training Ltd on 01943 888946.