Problem Solving means by definition that something is being changed. The best ways to solve a problem often get canonized as best practices. Yet debate rages on about best practices with long histories (such as ITIL) and ultra-high promotion (such as Design Thinking). How can consensus "bests" remain in perpetual debate?
2. Solutions always address a “need” for Change
• When current circumstances are deemed
inadequate, change is deemed necessary.
• The scope, ability and goal of a change are
key variable elements in a formula that
presents a “problem” to be solved. There are
operations within the formula that, in relating
the elements, compose a model of
“solution”.
• The essential challenge, which makes a
formula a “problem”, is to specify the given
generic elements and operations that are
necessary for an acceptable outcome to
arrive from the formula.
• Specification means to identify the particular
corresponding values of the types of
elements, and particular corresponding
functions of the types of operations.
• “Inadequacy” is not a magic word. It refers
simply to the inappropriateness of the known
actual state to the desired actual state.
• The possible terms of propriety are wide-
ranging, as they can be many different kinds
of qualities and effects, occurring in any mix.
• A formula may “prove” to be helpful by
providing effective guidance in developing or
composing an outcome. But it may not prove
to be so. Revising a formula is always a
potential requirement of making progress
towards the desired outcome.
• A strategic approach to progress will
encourage using formulas that overtly
develop opportunities to raise the probability
of achieving desired outcomes.
7. Ability to Change
• Producing a desired actual state from a known
actual state also appears to require a significant
expenditure of time between the present and
the future.
• However, that presumption is not necessarily
true. A current state is already in a condition of
more equilibrium or less equilibrium as a result
of its current resolution of the issues seen in the
change ability model of progress.
• Increasing equilibrium can be instantaneous if
the “right” issue in the model is modified. Time
is not the major factor; complexity is.
• “Change” per se is any of five kinds: recovery,
execution, improvement, transformation, or
innovation. Some or all of them may already be
“in progress” – i.e., ordinary operational
production efforts at the given time, with
targeted production outcomes.
Types of
Change
General Distinctions
Innovation
Operate on a different production
model for a new value proposition
Transformation
Organize differently for operating
to a designated purpose
Improvement
Cause future baseline to exceed
current baseline
Execution
Alter degree of completeness from
low to high
Recovery
Return to prior-defined state of
readiness
11. Wrap up
• Superficially, but importantly, the
preceding observations explain why
pervasively embraced “models” such as
ITIL, Design Thinking, or Agile remain
persistently in debate among
practitioners.
• Such “best practice” models can be
simultaneously distinctive at a generic
(abstract) level and famously
indeterminate at a particular level.
• Years and years of “field practice” winds
up fostering continuing uncertainty, or
diversity of opinion, about the exclusivity,
the boundary, the necessity, and the
regularity of the model’s implementation
that warrants being called its “definition”
and giving it the model’s brand name.
• The preceding notes help provide
awareness of how logic models may
select and organize factors of progress in
a problem-solving effort.
• They also allow visibility of how those
factors relate to generic concerns that
involve intentions and feedback occurring
throughout a solution effort.
• Finally, they explain the high probability
of influential variances appearing
regardless of whether apparent progress
is linear or non-linear.