What is the value of and goal of a problem statement?

 First, what is a problem? Especially “the” problem? Most people in my experience have a vague, fuzzy sense of what a problem is—and that confusion leads to confused attempts to solve. I assert a problem is a want-got gap for someone. (WGG) Someone wants something they are not getting. For that person, the gap is a problem. The same issue for someone else may not be a problem.

So the question becomes, “what do you want?” Power? Wealth? Fame? Salvation? A more efficient manufacturing process? A cleaner environment? A better relationship? Be careful here—are you sure that is what you want? Vagueness here contributes to confusion—be specific.

Once “you” know exactly what you want, the next question is “why are you getting what you’ve got?” If others are involved, do their “wants” line up with yours? Why or why not? Most analyses focus here. We analyze competitors, processes, our human capital, social capital, organizational capital trying to find the underlying reasons why our results (gots) are what they are.

Without clarity on WHO sees the gap between what they WANT and what they’ve GOT, efforts to solve the thing will be confused and inefficient and often unsuccessful.

So the goals of problem statements should IMO be to clarify the WHO, the WANTS and the GOTs and then to mobilize collective efforts to reduce the gaps. If the WANTS of for instance management and employees aren’t aligned, there will be a constant tension/struggle/pressure between the two. That’s one reason why I emphasize Level Three Leadership

BTW, when meeting agendas are built around questions, not topics, they tend to be more effective because participants are focused on the answers, not broad ranging often repetitive discussions. A good problem analysis can suggest the right questions to ask on the agenda.