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Define the Problem
What prevents you from reaching your goal? You may need to state the
problem in broad terms since the exact problem may not be obvious.
- you may lack information to define it
- you can confuse symptoms with underlying causes
Prepare a statement of the problem and find someone you trust to review
it and to talk it over. If the problem is a job situation, review it
with your supervisor or the appropriate committee or resource. |
Consider these questions:
- What is the problem?
- Is it my problem?
- Can I solve it? Is it worth solving?
- Is this the real problem, or merely a symptom of a larger one?
- If this is an old problem, what's wrong with the previous solution?
- Does it need an immediate solution, or can it wait?
- Is it likely to go away by itself?
- Can I risk ignoring it?
- Does the problem have ethical dimensions?
- What conditions must the solution satisfy?
- Will the solution affect something that must remain unchanged?
 Gather
Information
Stakeholders
Individuals, groups, organizations that are affected by the problem, or
its solution. Begin with yourself. Decision makers and those close
to us are very important to identify.
Facts & data
- Research
- Results from experimentation and studies
- Interviews of "experts" and trusted sources
- Observed events, past or present, either personally observed or
reported
Boundaries
The boundaries or constraints of the situation are difficult to change.
They include lack of funds or other resources. If a solution is
surrounded by too many constraints, the constraints themselves may be the
problem.
Opinions and Assumptions
Opinions of decision makers, committees or groups, or other powerful groups
will be important to the success of your decision. It is important to
recognize truth, bias, or prejudice in the opinion.
Assumptions can save time and work since is often difficult to get "all the
facts." Recognize that some things are accepted on faith. Assumptions
also have a risk factor, must be recognized for what they are, and should be
discarded when they are proven wrong.
Step 3. Developing, evaluating, and
deciding on alternatives
Website overview: Since 1996 the
Study Guides and Strategies web site
has been researched, authored, maintained and supported by
Joe Landsberger
as an international, learner-centric, educational public service. Permission is granted to freely copy, adapt,
and distribute individual Study Guides in print format in non-commercial educational settings that benefit learners. Please be aware that the Guides welcome, and are under, continuous review and revision. For that reason, reproduction of all content on the Internet
can only be with permission through a licensed
agreement. No request to link to the Web site is necessary.
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