Solving Cases

PROBLEM ANALYSIS AND SOLVING PARADIGM

(A Technical Guide to Solving Cases)

The Problem Analysis and Solving Paradigm is a framework which serves as a guide in tackling any business or day-to day issues. It provides key steps, which help determine the real problem at hand, and the appropriate solution for it.

The paradigm is a mental process. It trains the mind to constantly approach a given situation in an orderly and systematic way of thinking. It facilitates both analysis and synthesis. It can be compared to a structure, which can take on many forms depending on the given scenario.

The paradigm has six major components: (1) Identification of the core problem, (2) Defining the decision criteria, OR identifying areas for consideration, (3) Listing of alternative solutions, (4) Analyzing the merit of the alternative solutions against the decision criteria, (5) Decision, (6) Formulation of an action plan to implement the decision.

IDENTIFICATION AND FRAMING OF THE PROBLEM: The starting point of any probe or investigation is the identification of the problem. What is a problem? Or When can it be considered that a given scenario is a problem? There is a problem when reality falls short of the expectation. A problem can be perceived as a gap, something that is lacking, a missing link in the chain of expectations, a breech in standards, a conflict, an unmet output.

The key question however in the identification of the core problem is not so much WHAT but WHY. Why is there a gap? Why is there an unmet expectation? Why are not standards being met? Why are profits going down? People underperforming? Identification of the core problem means going into the very core of the issue. This is the only way by which the paradigm is able to thoroughly address the issues involved. One must not confuse a secondary problem (that merely arises from the main problem) for the main problem. Going into the core means being able to separate the symptoms from their causes, differentiate the main problem from the secondary, or corollary ones.

Posing the right problem drives everything else. The way one states the problem frames the decision. It determines the alternatives one considers and the way one evaluates them. To choose well, one needs to state the problem carefully, acknowledging their complexity and avoiding unwarranted assumptions and option-limiting prejudices. In a given case, it is usual that the reader that takes on a certain outlook or stand on the issue while taking into consideration all other perspectives. When this paradigm is applied to a given case, it is crucial that the decision-maker