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Oblique Strategies

Approach to Problem-Solving

A systematic way in: three questions to ask first, the six steps, the goal, reality and options loop, and the questions to ask a new stakeholder before proposing anything.

Updated Sep 11, 20263 min read
problem-solving
method
questions
stakeholders

This is the general-purpose method. It is deliberately plain: define the problem, gather the evidence, generate options, choose, act, reflect. The value is in doing the steps in order and writing down the answers, which is exactly what a stuck team has usually stopped doing.

Three questions first🔗

I haven't, but this is how I would work it out.

  • Who is having what problem?
  • What is the problem?
  • What are the existing solutions, and why are they not working?

The six steps🔗

An approach to problem-solving is a method or strategy that one uses to identify and solve a problem. It is a systematic way of analyzing and addressing a problem, and it typically involves a series of steps or stages.

A common approach to problem-solving includes the following steps:1

  • Define the problem: Clearly identify and understand the problem, and determine its scope and impact.
  • Gather information: Collect data and information related to the problem, and analyze it to gain a deeper understanding of the issue.
  • Identify possible solutions: Generate a list of potential solutions to the problem, and evaluate their feasibility and potential impact.
  • Choose the best solution: Select the most viable solution, and plan the implementation.
  • Take action: Implement the chosen solution, and monitor the results to determine its effectiveness.
  • Evaluate and reflect: Review the process and outcome, and make adjustments if needed.

This is a general approach to problem-solving, and it can vary depending on the specific problem, context, and stakeholders involved. It's important to be flexible and open to new ideas and alternative solutions. It's also important to consider the ethical and social implications of the problem, and the potential impact of the solution on different stakeholders.

Goal, reality, options🔗

The coaching version of the same loop.2 Ask them in order, out loud, and write the answers down.

Goal🔗

  • What is the aim of this?
  • What to change?
  • What to achieve?

Reality🔗

  • Happening now?
  • Where? what? when? and how?
  • Already tried?
  • Results did that produce?

Options🔗

  • What are your options?
  • What do you think?
  • What could be your first step?

Questions for a new engagement🔗

Ask these of the stakeholders, the organisation and the funding before proposing anything.

  • What Are the Business Goals?
  • What are the key deliverables?
    • Milestone Dates?
    • Budgets?
    • Roadblocks?
  • Deliverables responsible for?
  • Have we done this before?
  • Current feeling?
    • Communication style?
  • Team made up of?
  • Stack and ToolChains?
  • Systems and Process?
  • Methodologies in play?

Footnotes🔗

  1. The classic statement of this loop is Pólya, G. (1945). How to Solve It. Princeton University Press: understand the problem, devise a plan, carry out the plan, look back. ↩

  2. This is the GROW model (Goal, Reality, Options, Will), developed by Graham Alexander, Alan Fine and John Whitmore in the 1980s and published in Whitmore, J. (1992). Coaching for Performance. Nicholas Brealey. The fourth step, Will, is what you commit to doing. ↩

Approach to Problem-Solving | Push Manifesto · Push Manifesto