A problem is not just a "bad thing" that happens; it is a structure that can be dissected. Understanding the anatomy of a problem helps us stop reacting emotionally and start acting strategically.
A Problem is the gap between the Current Condition (Reality) and the Desired Condition (Target/Ideal).
To dissect a problem, we must look at its building blocks:
What it is: The external signs that are visible or felt.
Examples: Declining sales, an overheating engine, or feeling anxious.
Note: Treating symptoms only provides a temporary solution (like taking pain relievers without treating the underlying infection).
What it is: The original source of why the problem exists. If this element is removed, the problem will not recur.
How to find it: Use the 5 Whys technique (Ask "Why?" 5 times).
What it is: The consequences if the problem remains unresolved.
Categories: Financial, reputational, psychological, or operational.
Function: Helps determine priority (is this problem urgent?).
What it is: Factors that limit the possible solutions.
Examples: Limited budget, tight deadlines, or legal/regulatory restrictions.
What it is: Anyone affected by the problem or those who have the power to solve it.
Use these methods in your notes to dissect any problem:
Keep asking "Why?" until you reach a point where you can take preventive action.
Problem: The car won't start.
Why? The battery is dead.
Why? The alternator is not functioning.
Why? The alternator belt broke.
Why? It was never replaced according to the service schedule. (Root Cause: Maintenance neglect).
Categorize the causes of a problem into the 6Ms:
Man (People): Lack of skill, fatigue, miscommunication.
Method: Incorrect or outdated procedures.
Machine: Broken or inadequate tools.
Material: Poor quality or insufficient raw materials.
Measurement: Incorrect or inaccurate data.
Mother Nature (Environment): Weather, noise, or location.
Identification: Define the problem clearly (Do not confuse it with symptoms).
Analysis: Use the anatomy above to dissect the causes.
Ideation: List possible solutions within the constraints.
Selection: Choose the solution with the highest impact and lowest risk.
Execution & Evaluation: Implement and see if the gap has been closed.
"If I had an hour to save the world, I would spend 55 minutes defining the problem and 5 minutes finding the solution." — Albert Einstein