Problem Identification: A Framework for Effective Problem-Solving

Introduction

The focus of this presentation is on the first of the three circles in our problem-solving framework: problem identification.

Why Start with a Problem?

• Starting Point: Instead of collecting random data and finding statistical connections, starting with a clearly defined problem ensures actionable outcomes in the real world.
• Stakeholder Importance:A problem must be recognized as important by people in the field.Without stakeholder support, no coalition can be built to solve the problem.
• A problem must be recognized as important by people in the field.
• Without stakeholder support, no coalition can be built to solve the problem.

Example: Civil Service Reform in Developing Countries

• In the 1990s, the World Bank identified weak governments and corruption as major issues in poor countries.
• Proposed Solution: Comprehensive civil service reform focused on incentives in local bureaucracies.
• Result:Local governments pretended to reform but made no real changes due to lack of incentives.The reforms ignored the root causes, like patronage-based hiring.
• Local governments pretended to reform but made no real changes due to lack of incentives.
• The reforms ignored the root causes, like patronage-based hiring.
• Lesson Learned: Addressing problems that stakeholders genuinely care about creates the foundation for successful implementation.

Steps in Problem Identification

1. Explore the Problem

• Gather as much information as possible.
• Understand Local Context:Every locality has unique histories, geographies, politics, actors, and cultures.Generic solutions rarely work across different societies.
• Every locality has unique histories, geographies, politics, actors, and cultures.
• Generic solutions rarely work across different societies.

2. Consult Stakeholders

• Engage stakeholders to understand their perspectives.
• Consider:Supporters: Those who want the problem solved.Opponents: Those who might not think the issue is a problem.
• Supporters: Those who want the problem solved.
• Opponents: Those who might not think the issue is a problem.

3. Create a Causal Map

• Work backwards from the problem, identifying causes through repeated questioning: Why?
• Example: Hyderabad’s Water Supply IssueProblem: Only half the city has access to clean drinking water.Causes:Water theft: Who’s stealing it, and why?Infrastructure leaks: Why are repairs not being made?Mapping Outcomes:Separate causes that are actionable through policies from those that are not (e.g., global warming).
• Problem: Only half the city has access to clean drinking water.
• Causes:Water theft: Who’s stealing it, and why?Infrastructure leaks: Why are repairs not being made?
• Water theft: Who’s stealing it, and why?
• Infrastructure leaks: Why are repairs not being made?
• Mapping Outcomes:Separate causes that are actionable through policies from those that are not (e.g., global warming).
• Separate causes that are actionable through policies from those that are not (e.g., global warming).

4. Define the Scope of the Problem

• Focus on problems that are:Impactful: Address real issues in people’s lives.Doable: Avoid overly broad or unrealistic goals.
• Impactful: Address real issues in people’s lives.
• Doable: Avoid overly broad or unrealistic goals.
• Examples:Unrealistic: Eliminate corruption in Ukraine.Realistic: Reduce corruption in Ukraine’s defense procurement system.
• Unrealistic: Eliminate corruption in Ukraine.
• Realistic: Reduce corruption in Ukraine’s defense procurement system.
• Starting with smaller, localized problems allows for prototyping. Successes can later be scaled up.

Completing the Problem Definition Phase

At the end of this phase, you should have:

1. Chosen a problem.
2. Explored its dimensions and local context.
3. Consulted stakeholders.
4. Created a causal map.
5. Focused the scope to a feasible and meaningful level.

With a well-defined problem, the next phase—solution development—can begin.