LIKE MANY COMPANIES AT THE END OF 2021, a small European precision toolmaker was having trouble hiring and retaining talent. The executive team had a solution: Create a more attractive social space to encourage informal collaboration. But when the head of human resources presented the plan to the board which included one of this article’s coauthors), the directors were puzzled. They didn’t know what problem the redesign was supposed to solve.
In retrospect, their confusion was understandable. The executive team had not spelled out the extent of the company’s recruitment challenges or made clear the link between the social space and attracting talent. Rather than seeking approval for the new space, they should have been discussing the best way to make the company a more attractive place to work or, more broadly, how to assemble the talent they needed given the expanding competition for talent across industries.
This is a familiar pattern we have encountered in our teaching and executive consulting. In the face of complex problems and strategic decisions, executives often choose the wrong problem to solve. They focus on symptoms instead of causes, base their thinking on false assumptions and artificial constraints, and overlook key stakeholders. The answer, we have found, is to change the way the problem is defined. By doing so, business leaders can significantly expand their universe of alternatives and identify radically better solutions.
Seeking Problem Solvers
To find better answers, it is necessary to ask better questions. This is called problem framing. Often neglected, this initial step in the decision-making sequence sets the trajectory for generating alternative options. It is critical for two reasons: It can reveal new possible solutions, and it avoids wasting time, money, and effort on half-baked ideas.
この記事は MIT Sloan Management Review の Spring 2023 版に掲載されています。
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この記事は MIT Sloan Management Review の Spring 2023 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
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