Chapter 8 Flashcards — Defining the Problem
flashcards tpp problem-solving problem-definition sequential-analysis
What is a “problem” according to Minto’s Problem Definition Framework?
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A gap between R1 (the Undesired Result — what the current situation yields) and R2 (the Desired Result — what you would prefer). The Solution is whatever closes that gap.
What are the four elements that must be specified before a problem is fully defined?
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- The Starting Point / Opening Scene (existing structure or process)
- The Disturbing Event (what threatened the stable Opening Scene)
- R1 — the Undesired Result
- R2 — the Desired Result
What is Sequential Analysis, and what are its five questions?
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A problem-solving technique (B. Robert Holland, McKinsey, 1972) that answers questions in logical order:
- Is there / is there likely to be a problem (or opportunity)?
- Where does it lie?
- Why does it exist?
- What could we do about it?
- What should we do about it?
Questions 1–2 define the problem; question 3 structures the analysis; questions 4–5 find and select the solution.
What does the Opening Scene represent, and what are typical examples?
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The existing structure or process within which the problem originated — analogous to the set visible when a theatre curtain rises. Typical structures: org charts, computer configurations, plant/office locations, geographical markets. Typical processes: sales/marketing activities, information systems, administrative processes, distribution/manufacturing processes.
What are the three types of Disturbing Events?
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- External — a change initiated elsewhere in the environment (new competitor, new technology, shift in government/customer policy)
- Internal — a change initiated by the company (new business process, new computer system, expansion into new market, redirected product line)
- Recently Recognized — evidence of an obvious or likely need for change (lagging performance, sub-par results, market research implying customer attitude shift)
Why must R2 be stated as specifically and quantifiably as possible?
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Without a precise end-product description of the Desired Result, you cannot choose among the possible Solutions you will generate in the course of your analysis. Examples of good R2 statements: “Meet year-end growth goals,” “Reduce time to market by 1/3,” “Have sufficient capacity to cope with projected demand.”
How do you convert a Problem Definition Framework into a Situation-Complication-Question introduction?
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Read the framework from left to right and downward. The last thing known by the reader always serves as the Complication that triggers the Question. For the simple gap: S = We have a process we like; C = It isn’t giving us what we want (R1, R2); Q = What should we do?
What are the seven standard problem situations identified in Exhibit 34?
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Most common: (1) Don’t know how to get from R1 to R2; (2) Think they know but aren’t certain; (3) Know how but not how to implement. Variations: (4) Tried a solution but it didn’t work; (5) Have several possible solutions but don’t know which to pick. Also possible: (6) Know R1 but can’t articulate R2; (7) Know R2 but aren’t sure they’re at R1 (benchmarking study).
Why do alternatives belong in the Complication and not in the Key Line?
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Alternatives should only be raised if the reader already knows them. Bringing up alternatives just to knock them down (A is no good, B is no good, therefore do C) is misleading — the reason for choosing C is that it solves the problem, not that A and B are inferior. Alternatives always belong in the Complication because they are known to the reader in advance.
What is a double-layer problem, and how does it map to the SCQ introduction?
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A double-layer problem is one where a solution was tried but failed: the original gap (Situation, R1, R2) led to a Solution, but that Solution did not work (R1-b). The SCQ mapping is: S = We had a problem and developed a solution; C = The solution is not working; Q = What should we do? The failed solution becomes part of the next-level Situation.
What are the five steps in the process for using the Problem Definition Framework?
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- Lay out the basic parts of the problem (Situation / R1 / R2 diagram)
- Identify where you are in terms of the solution (Has one been suggested or accepted?)
- Determine the appropriate question
- Check that the introduction reflects the problem definition
- Check that the pyramid answers the question
In the real-life distribution example (Exhibit 35–36), what problem situation applies, and what is the resulting SCQ structure?
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Case 5 — “Which alternative should we choose?” The company (retail distributor of household goods) has a capacity problem (will run out in 2 years) and has already identified several possible solutions (expand warehouses, build new, upgrade material handling, continue third-party reliance) with differing ROI impacts. S = Three distribution centers set up to handle 490 stores, can only do 438; growing 4–5%/year. C = Impact on ROI differs; want approach ensuring lowest capital outlay and operating costs. Q = What should the distribution strategy be?
What does the Problem Definition Framework reveal about documents you receive to review?
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It lets you quickly diagnose problems in documents written by others: check that the introduction accurately reflects the problem definition (the four elements map correctly to the SCQ), and check that the pyramid actually answers the question the introduction raises. Most document flaws trace to a vague or incomplete problem definition.