Decision Making / 7 / 7.6 / 7.6.1

7.6.1 Problem Identification And Structuring

Once it has been recognised that there may be a problem we must come to grips with that problem. We go looking armed with what we know about the nature of such problems and the tools to help identify and structure them. We get out our thermal imager and start looking for the polar bears we know to be out there somewhere. We use techniques of changing the context, looking for triggers suggesting the existence of underlying issues, or looking for and investigating dynamic interrelatedness. We set about separating out elements that create the problem’s complexity, always remaining aware that they will be interconnected via a complex web.

During this stage we rely mostly on divergent thinking techniques to peel back the outside covering of the problem thereby revealing the underlying issues. We expose and discover the nature of the complexity we know undoubtedly exists. We use the knowledge gained from the earlier chapters of this book, from our investigations and the information we thereby gain to move forward.

Following our tutorial example, we choose appropriate decision support tools and techniques to help us. Sometimes we might be able to create causal loop diagrams or influence diagrams during the entry interviews or during the first series of workshops. Experience suggests that a number of preliminary steps probably will be required. Just how we proceed through this and subsequent stages will also depend on how well we appreciate the stakeholders’ interests and power. Stakeholder management always remains an issue demanding concurrent consideration and treatment.