Ever get stuck figuring out a complex problem? Try Solving It Upside Down!
Along the way, we’ve likely learned a structured method to look at and solve problems. It’s a logical approach that focuses on uncovering and addressing root causes. It starts by getting very clear defining and documenting what the specific problem is that we’re attempting to solve. Framing it in a way that speaks to the issues or symptoms and does not yet imply potential causes or solutions. Then we drive a rigorous data-based assessment of the current situation to understand all aspects at play. Now we’re ready to delve into root cause analysis, and the fishbone diagrams come out, mind-maps, FMEA (failure mode and effect analysis) and FTA (fault tree analysis), pareto charts, and we can’t forget going deep on the 5 why’s. We synthesize, prioritize, and rule out less relevant factors to narrow down to the most likely root cause(s). Now it’s time to brainstorm potential solutions to the root cause(s), and develop a solution hypothesis for the cause and effect relationship. We implement the solution, verify the hypothesis that the solution addresses the root cause(s). And finally proliferate it, standardize, and continue to monitor and improve.
This approach works great when solving most problems that have a logical cause and effect relationship to be discovered. But what about the problems that are so multifaceted that it’s unclear whether cause and effect relationships can be found or even exist? Or what about problems that are unsolvable, true dilemmas where we’re forced to choose between non-ideal alternatives?
Dilemma -- a situation in which a difficult choice has to be made between two or more alternatives, especially undesirable ones.
When the problem we are facing is an unsolvable dilemma or a complex multifaceted and dynamically changing situation, then it’s best to take a lesson from art class and turn the problem upside down. Change our vantage point 180 degrees to see the problem differently, turn-off filters, reframe assumptions, and open new possibility and opportunity to progress forward. This is what I call Upside Down Problem Solving!
Art 101: Learn to draw by turning the subject upside down.
A technique frequently used in in art classes to teach and build confidence that anyone can learn to draw, is to turn the subject or image to be drawn upside down.
When we look at things, our brain instantly interprets what we are seeing synthesizing into a holistic interpretation of patterns, concepts, and meaning. When trying to draw an object which has high context like people or complex objects, it’s hard to distinguish how to draw what we’re actually “seeing” rather than what our mind is interpreting.
Turning the subject we want to draw upside down strips away the perception of the interpreted whole and lets us draw the essence that we are literally seeing -- a combination of lines, shapes, and shading. Drawing upside down removes the conceptual or integrated understanding and focuses on the raw observed independent components of lines and shapes. Looking at the subject upside down resets our signal to noise filters and helps see all the details that might have been filtered out or simplified when looking at the whole subject.
What Is Upside Down Problem Solving?
Upside down problem solving is a method focused on uncovering the limiting assumptions and opposing interests that keep the problem intractable, and then shifting assumptions in a way to steer the path to a more desirable impact or consequence. Upside down problem solving involves changing our perspective to disaggregate the components and shine a light to call out and reposition assumptions around perception filters, interconnected relationships, and opposing interests or tensions that might limit the solution realm. It helps to breakout of conventional thinking or generally accepted logic to see the problem in its raw form, question and remake assumptions, reveal unanticipated connections, and open up new implications and value.
Similar to drawing upside down, looking at a problem upside down helps the brain to zero in on and recognize the details inherent in the components, and go beyond the intractable integrated view to reshape those underlying details into actions to open up limiting assumptions. It enables dissecting and reframing assumptions at the component level to question perceived truths, look for regions of common interests, and identify the new WHAT-IF / AND paths with more opportunistic trade-offs.
How To Upside Down Problem Solve?
The first thing in Upside Down Problem Solving is to call out the tensions and consequences of taking different paths by Framing “IF / OR” Statements. For example a problem a business might be facing to grow is that IF they expand into adjacent markets they could become competitors with current customers, OR IF they look to grow share in their current markets they are and will face continued new competitors also looking to take share. Another example could be an organization who is faced with the problem of keeping up with increasingly changing business expectations. IF they adopt more agile methods and tools then the change in the short term will decrease their output and put them behind, OR IF they keep working on efficiency improvements and put the big transformation off then they can meet deliverables for now yet overtime will not be able to close the gap. Both examples are dynamic complex situations with opposing tensions that offer undesirable consequences. Tensions could be things like going global or staying local, having differentiated value yet being affordable, customize and scalable, or staying comfortable while wanting to grow.
Once the IF / OR Statements are framed, then turn the situation upside down and Disaggregate To See As Components that helps shed light on the details and dissociate from our integrated whole perceptions. In the example problem of growing the business, some components to look at more closely could be customers, products, ecosystem, competitors, and business model. In the example transformation problem some components might be customers, employee skillsets, technology complexity, resilience to change, and management support.
Then for each of the components in the IF / OR problem statements we go deep to explicitly Articulate And Question Assumptions to uncover how firmly rooted or real the assumption. Uncover things we’ve filtered out unconsciously and test if it is driven by fact or perception. Now that we can see the raw elements, it’s time to Synthesize and Discern to identify what assumptions, if changed, can improve the impact. Are there interests of the respective components that are foundational, or can they be influenced or altered? What are the relationships assumed for each of the components, and can some connections be broken, or added or re-arranged in a value chain? What are the assumptions around impact, and what changes in component assumptions can move the problem to a better trade-off of consequences?
After gaining the mindset that we can influence the impact through changes in assumptions we can move from the trade-off space and into an AND solution realm. Now reframe the problem by Posing WHAT-IF / AND Questions. As in the above examples: WHAT-IF we can expand into adjacent markets AND bring more value to current customers? WHAT-IF we can adopt new technology and agile methods AND at the same time grow our output and pace?
With the problem reframed, assumptions opened up, and our mindsets in a possibility space we’re ready to Identify & Prioritize Actions to try and actualize this new WHAT-IF / AND framing. As these type of problems don’t have logical cause and effect relationships, it’s more about defining new actions and alternative assumptions to forge a more desirable direction. It’s about experimenting rather than implementing a solution. The next steps are to Test, Observe, and Iterate including keeping a watch on assumptions of the components and continuing to pose WHAT-IF /AND questions and test new actions that can improve the impact and reduce undesired consequences.
For most problems a structure problem solving approach is definitely the way to go! Though, if you find yourself in choice between unacceptable consequences, or the complexity is so high that you can’t align on defining what the problem is …. well then it might be time to go upside down!
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