1.
Problem framing as a design technique
Rupert Platz / r000pert / #designtoalign / April 30, 2015
„Theproblemiswedon‘t
understandtheproblem“

2.
Myfirst„aha“moment:
ThePaulMcCreadyStory
2

3.
http://upload.wikimedia.org/wikipedia/commons/2/22/Vis_aerienne_Luc_Viatour.jpg
pictures.propdesigner.co.uk
uxmag.com/articles/you-are-solving-the-wrong-problem
1959: The Kremer Prize
£50,000 awarded for a human-powered aircraft.

4.
Paul McCready:
“The problem is we don’t understand the problem”
Wrong problem: How do we build a plane that will fly around the poles?
Right problem: How do we build a plane that can be rebuilt quickly
over and over again?
pictures.propdesigner.co.uk
uxmag.com/articles/you-are-solving-the-wrong-problem

5.
1977:
McCreadys plane flies and wins the prize
http://uxmag.com/articles/you-are-solving-the-wrong-problem
pictures.propdesigner.co.uk
uxmag.com/articles/you-are-solving-the-wrong-problem
The Gossamer Condor: A lightweight plane that could quickly be
reassembled and flewn again up to three times in a single day.
The prize was won by re-framing the problem and asking the
appropriate question in the first place.

6.
Mysecond„aha“moment:
WillEvans‘4Wsmethod
6

7.
Figuring out the key problem together by aswering the who, what,
where and why
Collective Problem Framing in Lean Product Design
lean.org/LeanPost/Posting.cfm?LeanPostId=260

8.
„Aproblemwellstated
isaproblemhalfsolved.“
Charles Kettering (1876-1958)
8

9.
Butaren‘tweoftenrushingby
the problemtoofast?
9

10.
https://www.flickr.com/photos/joshkemble/4885545985
Isn‘t the problem self-evident? Let‘s go tackle it.

11.
lickr.com/photos/elkcat/8173044415
Isn‘t design all about solving – being creative and
having ideas?

12.
Beware of analysis paralysis.
freese.com/blog/feedback-and-fishbones-solve-fort-worth-drainage-review-concerns

13.
And … who likes problems anyway?
https://www.flickr.com/photos/11325321@N08/6822409862
me <3

14.
Threereasonstocareforthat
pooruglymonster
14
(andtakethetimetoframe
theproblemtogether):

15.
#1 Avoiding to design the perfect, yet wrong thing.
necrophone.com/2014/02/15/yes-you-can-sell-ice-to-eskimos-part-i/

16.
Extrinsic / defensive
motivation:
„Something is going wrong.
How can we fix it again?“
#2 Discovering problems can point to opportunities.
Intrinsic / transformative
motivation:
„We want to evolve and grow.
How can we find a new
perspective?“

17.
#3 Turn isolated assumptions into a common
commitment.
flickr.com/photos/atheism_christian_apologetics/11078762214

18.
Howcanproblemframingfit
inthedesignprocess?
18

19.
Complex Complicated
Chaotic Obvious
Complex
Unknown unknowns:
Experiment to determine the problem &
solve it
Complicated
The unknowns are known
Good practices exist
Experts can help
Chaotic
Situation is out of hand
Regain control first,
evaluate later
Obvious
Problem is well understood
Apply best practices
Chances are you‘re in the „complex“ quadrant.
(The Cynefin Framework: Situation types & their solution strategies)
everydaykanban.com/2013/09/29/understanding-the-cynefin-framework/
Disorder

20.
We‘ve gone from classic one-way-waterfall …
Define the
problem
to solve
Define the
solution
to implement
Execute
Open
idea
space
Narrow
down
Analyze

21.
… to validating and iterating our solutions.
Define the
problem
to solve
Define the
solution
to validate
Validate,decide:
Right solution?
Open
idea
space
Narrow
down

22.
But problems are a part of the design process, and
should be validated as well.
Define the
problem
to validate
Define the
solution
to validate
Validate, decide:
Right solution?
Right problem?
Open
problem
space
Narrow
down
Open
idea
space
Narrow
down

23.
In the process, be ready to change both.
Open
problem
space
Narrow
down
Open
idea
space
Narrow
down

24.
Someappropriatesituations
forstartingtolookatthe
problemmoreclosely.
24

25.
• Verbalize unspoken thoughts and assumptions of stakeholders
• Create shared understanding of the issue
Gather assumptions and
interpretations
Example #1: The problem is felt, but fuzzy
„Our recruiting platform is outdated.“
Make
collective
sense
Define the
key problem

26.
Evaluate potentially
relevant problems
Example #2: Insights galore, key problem needed
„We need the right focus to get our offering to the next level.“
Prioritize,
sharpen
• Find the problem that‘s the most promising
• Know what you‘ll want to solve and why
Define the
key problem

27.
Example #3: Step back to revise a planned solution
„So we‘ll have a social intranet platform – but what for actually?“
Revise underlying
problems
Prioritize,
sharpen
• Tough, but common: Become less determined about the solution
and more accurate about the problem
• Be ready to revise or even dismiss the initial solution
Define the
key problem
Revised
solution
Initial
solution

28.
Example #4: A known problem needs re-framing
„How do we build a better mp3 player?“
Prioritize,
sharpen
• Take the problem out of its box and illuminate its context
• iPod & iTunes: From „Building a new mp3 player“ to „fixing the
whole experience of obtaining and enjoying digital music“
Given
problem
Expand / abstract the
problem space
Define new
key problem

29.
Whatcanagoodproblem
statementlooklike?
29

30.
It should answer the 4 Ws:
Who What
Where Why

31.
Who What
Where Why
WHO is having the problem?
Who
• Who are the „customers“ – the ones having the
problem and benefitting from its future solution?
• Can you narrow them down to a segment?
• What do you know about them?

32.
Who What
Where Why
WHAT is the nature of the problem?
What
• Are you sure it‘s a problem?
• Is it a task or a need?
• Is it functional or social or emotional?
• Is it openly stated or unconscious?
• How do you know? Is there evidence?
• Can you explain is simply?

33.
Who What
Where Why
• In which context / situation do your „customers“
experience the problem?
• Have you observed the problem in context?
• Can you describe it?
WHERE does the problem arise?
Where

34.
Who What
Where Why
• Is it acute enough to put other problems aside?
(impact, frequency, …?)
• What would be the key value for them?
• How would it improve their situation (make sth.
more efficient, cheap, enjoyable, reassuring, …)?
WHY do you believe we should solve it? (for them)
Why #1

35.
Who What
Where Why
• Is it promising enough to put other problems
aside?
• What would be the key value for us to solve it?
• How will it help achieve our business goals?
• How does it align with our strategy / brand?
WHY do you believe we should solve it? (for us)
Why #2

36.
A simple Problem Statement template:
Who
What
Where
Why #1
Why #2
[customer segment, persona]
[issue, task, need, „job“]
[context, situation].
[benefit of solution for them]
[benefit of solution for us].
has the problem that
when / while
An ideal solution would
while
Our

37.
Here‘s an example …:
flickr.com/photos/jump4joy/2940124563/

38.
A possible Problem Statement:
Who
What
Where
Why #1
Why #2
long distance family holiday
passengers
they have to spend a highly
uncomfortable time
waiting in transit lounges for
delayed connecting flights.
help them make the best of
the wait/ arrive less exhausted
creating new revenues and
raising customer satisfaction.
have the problem that
when
An ideal solution would
while
Our
flickr.com/photos/jump4joy/2940124563/

39.
This helps pave the way for a good Solution Statement:
Family relaxation rooms for rent with
wake up service
staying in the airport hall /
in an airport hotel
be way more comfortable /
be availiable for a shorter timespan
Unlike
this will
Our solution: What
Current
solutions
Difference
flickr.com/photos/jump4joy/2940124563/

40.
Dos&Don‘tsforactionable
problemstatements
40

41.
Name causes, not symptoms.
Who
What
help desk staff
support calls take too long.have the problem that
Our
they lose time searching
through multiple databases.

42.
A lack of solution X is not the real problem.
Who
What
help desk staff
there is no unified search
across our CRM systems
have the problem that
Our
they lose time searching
through multiple databases.

43.
Don‘t take goals and targets for design problems.
Who
What
recruiting department
they need to raise successful
senior staff engagement by
10% next year.
has the problem that
Our
long-term relationships with
young management talents
are lost over time.
Why #2help raise successful senior
staff engagement.
A ideal solution would

44.
Avoid wishful thinking from inside the building.
Whofemale fashion customers
there is no convenient way to
stay informed about our
latest sales offerings.
have the problem that
Our
they feel overwhelmed with
putting together their casual
office outfit every morning.
What

45.
Don‘t blame.
Whoservice suppliers
our IT have implemented a
new, inadequate purchasing
platform that won ‘t work.
have the problem that
Our
our new platform does not
match their routine needs.
What

46.
Be specific and avoid industry buzzwords.
Who
What
teenage usersOur
they miss delightful
experiences that match their
digital lifestye aspirations.
they want to keep track of
up to six different social
networks during class.
have the problem that

47.
Keep it short.
Whocarrier clients
although appropiate
measures had been taken by
BHCL in alignment with the
KC5 programme and
approved by KK-12, an
internal study conducted in
2013 found out that carriers
should be limited or excluded
in cases where an event has
been caused by
extraordinary circumstances
which could not have been
avoided even if all
reasonable measures had
been taken.
have the problem that
Our
What

48.
Howyoucanruna4Ws
ProblemFramingWorkshop
48
Adapted from Will Evans, lean.org/LeanPost/Posting.cfm?LeanPostId=260

49.
• Take 8 to 24 people for 1 to 3 hours
• Mix disciples and divide into teams no larger than 4
• Have a neutral designer-facilitator for each team
Ingredients
The ones to
have the
problem
The ones to
find & design
the solution
The ones to
implement it
The ones
responsible for
the biz outcome

50.
• What‘s our goal today?
• What is the known problem scope?
• What are our targets / strategy / brand values?
• What do we know about the „customer“?
• What‘s the course of action now?
Short introduction and illumination

51.
Why #1
Why #2
• Examine each quadrant
& write two post-its for each
• Present & discuss within
your team
• Start the conversation so
that a shared understanding
emerges
First round: Do the 4W individually
Who What
Where

52.
• Use the problem statement
template card
• Read them to the rest of the
team & have the others vote
• The strongest one or two
problem statements emerge
from each team
Second round: Write a problem statement
[ ____________ ]
[ ____________ ]
[ ____________ ]
[ ____________ ]
[ ____________ ]
has the problem that
when / while
An ideal solution would
while
Our Who
What
Where
Why #1
Why #2

53.
• Present your team problem
statements to the others
• Critique and question
• Check the problem
statements for clarity and
coherence
Third round: Feedback with the other groups

54.
• Don‘t expect immediate consensus. It‘s about voicing different
assumptions and collaborative sensemaking first.
• Don‘t expect turnkey statements. You will still have to formulate
and validate the problem yourself.
• Be strict about the do‘s and don‘ts
• Expecially don‘t allow solution statements and fake needs
• Keep an idea pool ready to put solution ideas aside
• Mix the groups well. Avoid putting multiple supporters of a certain
solution in the same group
Some tips & suggestions

55.
https://www.flickr.com/photos/11325321@N08/6822409862
So, care about your problem if …

56.
https://www.flickr.com/photos/11325321@N08/6822409862
So, care about your problem if …
• you‘re in the „complex situation“ domain and the problem just
isn‘t that obvious
• you can‘t afford solving the wrong problem
• everybody involved has different unspoken assumptions about
the issue
• you want to create common purpose and commitment for the
solution work („culture of shared ownership“)
• you want to know how to validate your solution‘s success
• you are ready to experiment, learn and re-frame

57.
Thank you and have a good flight!
flickr.com/photos/tom-margie/1429937325
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