How to Think About a Problem

Not that you would ever catching me telling you what to think... but if you are looking to find new ways to solve a problem, I certainly might suggest new ways of thinking about the problem that might help you.  That's what I do best.

Let's start with this: the problem itself and the "way things should be" are not the same thing. They aren't even the same discussion.  One does lead to the other; however.  But, logically, if you cannot shed light on the problem as its own living, breathing entity, your language around the problem and solution will be an unfathomable jumble to nonsense to anyone with a different point of view on the problem. You will find it impossible to have a substantive debate with anyone about the virtues of your point of view. Remember, just because you can put your finger on a given problem and eloquently describe the root of the problem does in no way imply you agree with the situation that is the root of the problem.  It simply means that you can better identify tools to change it.

If you are looking to change the minds of the people who provide support and structure for the root of the problem or are the source of the problem, you must start your thinking and research with the following question,

"Assuming no one is trying to do a bad thing, why are these bad things happening?"

By doing this, you are removing much of the subjectivity from your perspective and, thus, much of the judgmental positioning that can close doors to solutions.  You are using your sense of empathy to find the motivating factor in those supporting the problem and this allows you to glean perspective from them that can lead to a better solution.  

Once we understand the root(s) of the problem at hand, whether a phenomenological problem or a people problem, we can gain a perspective on what steps to take to redirect the problem.  If we run around shouting, "It should be this way; it should be that way..." we are sidestepping the essential questions that will allow us to work with what is and move it toward what can be.  

We also need to get real about the solutions we offer.  We must understand that no solution is a panacea.  We live in a world governed by the Second Law of Thermodynamics: all natural processes move toward a state of entropy, or a gradual decline to disorder.  They need a constant input of energy to abate that process.  Then there is Newton's Third Law and its implications that no action we take in our world is without impacts or consequences. 

Solutions are trades of energy, trades of perspective and, ultimately, value propositions.  Adoption of solutions is the acceptance of associated risk propositions. You give me a solution and my first question is, "What are the risks of that solution?" By asking questions that allow us to access where and how people perceive risks, we can more easily determine an amenable solution to a societal problem. 

We, as those who seek to inspire change, need to be a little less adverse to talking about the risks of our solutions.  When we can discuss risks, we know we have come to understand the nature of our solution and the impacts it may have on the world.  This also is how we begin to build trust with those who see the world differently than we do.  It's a sharing of grounded, realistic, informed ideas that allow for an honest discussion of risk and choices; of weighing solutions in the framework of our fears and concerns and making decisions whose impacts we are best suited to handle.  

So, in a nutshell:  First, let's get to know each other.  Second, let's be well informed.  Third, let's be real.

Let's start with our situation as it is and then apply appropriate resolution paths grounded in the best information and supported by the best actions for real improvement. 

Let's realize we have to work respectfully together to make a difference.