Yesterday I introduced the idea of different types of problems and offered a way of thinking about problems in terms of their complexity. Today’s post is about the first of the problem types: tame problems. I have also included some thoughts on how to solve problems creatively and well.
Tame problems:
Known problems with known solutions that are within existing expertise and know how. Tame problems are best approached from a management style of leadership, with a structured logical approach. (Grint,2020)
Tame problems are the ones we know how to solve, or at least think that we do. That doesn’t mean that they are easy, but the levels of complexity and uncertainty are relatively low, and they lend themselves to a linear, project management type approach like this.
A Tame problem can be something like a broken fire alarm, lost keys, how to deliver an artwork to a buyer, or whether to provide hot or cold food for a meeting. Cancelling a show may be a tame problem where there is a clear process to follow; as we are now experiencing cancelling a season can be an altogether more complex problem.
Solving even tame problems can be challenging in the world we all find ourselves in where face-to-face working has been replaced by video conferencing, where we are all, even freelancers like me, learning to work full-time from home and everyone is unsettled, anxious and distracted. So here are some tips on creative problem solving adapted from Isaksen et al (2011).
1 Take time to understand the problem you are trying to solve.
If you feel under pressure this can be hard as you just want to get on and do it but if you don’t understand the problem you will waste time tackling the wrong issue and keep cycling back until you really understand the challenge, which gets very frustrating and demotivating.
Dawn and I worked with one organisation where we found they were proposing to change the regularity of their financial reporting because of capacity challenges. On the face of it a reasonable response to a straightforward problem. When we explored the issue further it turned out to be more of a capability issue and needed a different approach.
2 Work out who needs to be involved and what their roles are.
Don’t just be guided by hierarchy or a desire to include everyone; think about which skills and perspectives you need to find a good solution. Numerous studies have shown the importance of bringing diverse voices and ideas into problem solving.
At a recent all staff World Café event we found that a young front of house team member had some insightful views on how to engage their community. Had she not been given a voice in the process this might never have emerged.
3 You need to include both divergent and convergent thinking in your process.
Divergent thinking is when you try and generate as many ideas as possible, as in brainstorming. Convergent thinking is, as the name suggests, when you narrow down, evaluate your ideas and choose which ones to work on. Research into how designers work suggests that two rounds of divergence and convergence deliver much better results than just one.
In our experience teams often close down brainstorming too quickly so it doesn’t generate the breadth of ideas that might be needed. Team members often self-censor because they know what might be acceptable, or judgements about contributions are made too quickly dismissing them before they have been explored. Dawn has a no ‘ah but’ rule when groups are brainstorming to allow the ideas to flow and stop people judging each other’s contributions.
4 Don’t fall in love with your first idea!
It’s easy and attractive to jump on the first decent idea and run with it. Try and resist the temptation – there are better ideas out there.
This often comes up with programming, catering and even capital projects. Someone in the management team or on the board has a distinctive vision and it is very hard for them to hear alternatives.
Next week: wicked and messy problems … and do get in touch if you have any comments or questions.
Susan & Dawn
References
Grint, K. (2020) Critical, tame and wicked problems. Messy and elegant solutions. available at https://www.leadershipcentre.org.uk/artofchangemaking/theory/critical-tame-and-wicked-problems/
Isaksen, S.G., Stead-Dorval, K.B. and Treffinger, D.J., 2011. Creative approaches to problem solving: a framework for innovation and change. Los Angeles: Sage.