Structured Problem Solving with a Critical Thinking Framework

Managers constantly face the challenge of solving problems and making decisions—arguably the toughest and riskiest parts of any manager's role. A well-informed decision or effective solution moves the company forward, while a poor one can have disastrous consequences. While outcomes are uncertain, good decisions and effective solutions typically stem from a structured, critical problem-solving process rather than individual creativity or intelligence.

The Missing Holistic Approach

Today, many decision-making and problem-solving processes lack a holistic approach. A problem arises, ideas for solutions are generated, a quick evaluation follows, and a solution is chosen. The same applies to many decisions. However, what's often missing is the consideration of all the factors that lead to a sound decision or solution. Different dimensions may be inconsistently evaluated—sometimes implications are considered, and other times they are ignored altogether.

How to Adopt a Holistic Approach

To create a more comprehensive approach, it’s important to define the key dimensions that contribute to good decision-making and problem-solving. Using a framework ensures that each decision or solution is evaluated systematically. At Critical Thinking Academy, we use a 'critical thinking framework' that aligns well with this holistic approach.

Our Critical Thinking Framework

Our framework consists of the following steps:

Define the Problem
Formulate Hypotheses
Gather Evidence
Analyze the Evidence
Develop Alternative Solutions
Evaluate and Choose a Solution
Explicitly Articulate Assumptions
Consider Implications of the Solution
Evaluate Stakeholder Perspectives
Outline the Implementation Plan and Risks

Considering Implementation and Risks

A critical component often overlooked is the implementation plan and the risks associated with it. Before finalizing a solution, it is essential to assess how feasible it is to implement the solution. Sometimes, the implementation might be unwieldy or the risks too high, prompting a return to the drawing board. Factoring in implementation early ensures that the solution is practical and sustainable.

Step 1: Define the Problem

The first step involves clearly defining the problem. Often, problems are initially presented as symptoms, and further exploration may change or refine the problem statement. It's important to remain flexible and keep an open mind, especially when gathering new information. Additionally, you should consider the scope of the problem, understanding how it affects different stakeholders. Finally, watch out for framing bias—the tendency to view a problem from a limited perspective, which could distort its definition.

Step 2: Formulate Hypotheses

Formulating hypotheses requires domain knowledge, as it involves proposing potential causes for the problem based on relevant expertise and experience. At this stage, the risk of confirmation bias is particularly high—there's a tendency to formulate hypotheses that align with known causes encountered in the past, while failing to consider other probable causes. This bias can limit the scope of investigation and lead to incomplete or incorrect conclusions.

To avoid this, it's crucial to consciously articulate all plausible hypotheses, ensuring that both familiar and less obvious potential causes are given fair consideration. A balanced approach to hypothesis formulation helps ensure a thorough and objective problem-solving process.

Step 3: Gather Evidence

The evidence gathered should directly relate to each hypothesis. It’s important to avoid falling into the confirmation bias trap at this stage as well, where one might only seek evidence that confirms the initial hypotheses. Instead, approach evidence collection with an open mind, considering all relevant possibilities, whether they support or challenge the hypotheses. Gathering evidence is iterative; it may involve back-and-forth between collecting data and refining analysis techniques. Consider both primary and secondary sources, ensuring that the evidence collected is reliable, valid, and sufficient for sound analysis.

Step 4: Analyze the Evidence

Analyzing the evidence means interpreting the data to identify patterns, validate hypotheses, and understand the root causes. This step often involves applying analytical frameworks, such as:

SWOT Analysis: To assess strengths, weaknesses, opportunities, and threats.
Root Cause Analysis: To identify the underlying causes of the problem.
Cost-Benefit Analysis: To evaluate the financial viability of solutions.

The analysis must be thorough and unbiased, ensuring that all critical data points are considered.

Step 5: Develop Alternative Solutions

Based on the analysis, generate a set of alternative solutions to address the root cause. It's important not to limit the options prematurely. Each solution should be evaluated for its effectiveness, feasibility, and practicality.

Step 6: Evaluate and Choose a Solution

Evaluate each solution by considering the evidence, assumptions, and impacts. Choose the one that best addresses the root causes while being the most practical to implement. During this stage, it’s critical to evaluate not just the solution but also the plan for implementation and its risks.

Step 7: Explicitly Articulate Assumptions

All decisions are based on certain assumptions, which must be clearly articulated. Explicitly stating assumptions allows for validation and continuous evaluation as new data becomes available. It also helps in recognizing the potential weaknesses in the solution.

Step 8: Consider Implications of the Solution

Each solution has implications, both positive and negative. Explicitly considering these implications helps to anticipate potential side effects and plan for mitigating risks. If the negative consequences outweigh the benefits, a different solution may need to be considered.

Step 9: Evaluate Stakeholder Perspectives

Stakeholders often have differing views on solutions. For example, a sales manager may favor discounting strategies, while a finance manager may resist. Understanding and evaluating these perspectives ensures that the solution is fair and acceptable to all parties involved.

Step 10: Implementation and Implementation Risks

Finally, outline a detailed implementation plan and assess the risks associated with it. Even the best solutions may fail if they are difficult to implement or carry significant risks. Consider whether the solution is practical within the organization’s constraints and how to mitigate any risks.

If the implementation seems too complex or the risks too high, you may need to revisit earlier steps and reconsider alternative solutions.