Author: Yaki
Einstein said: "If I had an hour to solve a problem, I would spend 55 minutes thinking about the problem itself and 5 minutes thinking about the solution."
But there’s an important prerequisite:Is this problem worth solving?
We encounter all kinds of problems every day. If we spent 55 minutes thinking about the nature of every problem, we would fall into "analysis paralysis," devoting our energy to overanalyzing things and ultimately failing to solve the problem!
Preliminary Assessment: The Four Quadrants of Urgency and Importance
Before solving a problem, you can try using the time-management expertStephen Covey’s"Four-Quadrant Model of Urgency and Importance":
By combining the four dimensions of "important," "unimportant," "urgent," and "not urgent," you can determine whether this problem needs to be solved immediately. Reserve your time and energy for thoseurgent and importanttasks.
Once you have clarified what is urgent and important, usethe methods of breaking down, restructuring, validating, and executingto solve the problem!
Phase One: Break Down — Decompose the Components of the Problem
1. Identify the Boundaries of the Problem
- Where does this problem begin and end?
- Which factors are within my control, and which are not?
2. Distinguish Facts from Assumptions
- Which are verified facts?
- Which are our assumptions or conjectures?
3. Identify the Key Variables
- What are the core factors affecting this problem?
- What are the causal relationships between them?
We need to break down the problem so that we can better understand the big picture, distinguish the path forward, separate perspectives from facts, identify the root causes, and work backward to uncover them!
Phase Two: Restructure — Redefine the Problem from Different Perspectives
1. Change Perspectives
- If I were the user, what would this problem look like?
- If I were a competitor, how would I take advantage of this problem?
2. Question the Essence
- Why has this problem appeared now?
- What is the true goal we need to achieve by solving this problem?
3. Look for Analogies
- Have there been similar problems in the past?
- How have other fields handled similar situations?
Thinking Tool: The 5 Whys Model
For a specific problem, ask why five times:
| Problem | Finding |
|---|---|
| Why is the conversion rate low? | Users drop off on the payment page |
| Why do users drop off on the payment page? | The payment process requires registration |
| Why is registration required? | The system needs user information |
| Why does it need user information? | For follow-up services and marketing |
| Why can't users purchase first and provide their information later? | This is an assumption that can be tested |
Often, we rush to solve a problem without realizing that it is actually a symptom of another problem. By continually questioning the problem, we can restructure it from "How can we improve the conversion rate?" to "How can we reduce the friction in the purchase decision?" Only then does the problem have a chance of being solved.
Phase Three: Validate — Confirm That This Is the Right Problem Worth Solving
1. Determine Priority
- How significant would the impact of solving this problem be?
- What will happen if we do not solve it?
2. Assess Feasibility
- Do we have the ability to solve it?
- What conditions are required?
3. Opportunity Cost
- What would solving this problem require us to give up?
- Are there more important problems?
Validation conclusion: This is the right problem to solve immediately, with a high return on investment and controllable risks. Only then do you start executing.
Phase Four: Execution — Move fast in small steps and get results
1. Don’t hold out for a big move (minimum viable test)
- Can you start with a stripped-down version? Don’t aim for perfection all at once; start by testing and learning at the lowest possible cost.
- Can you shorten the cycle? If it used to take a month, can you break it down and see some results in three days first?
2. Don’t charge ahead blindly (establish a feedback mechanism)
- Are the numbers moving? Don’t just congratulate yourself; check whether key metrics, such as conversion rates and complaint volumes, are changing as expected.
- Are users buying it? No matter how sound the logic is, it’s all for nothing if users don’t approve. Go listen to what people on the front lines have to say.
3. Make dynamic adjustments and standardize what works
- Is the direction right? If you notice something is off, turn around immediately. Never keep fighting on the wrong path.
- Can it be replicated? Once the problem is solved, turn what you learned this time into a process (SOP) so you don’t have to start from scratch next time.
I’m Yaki. Good night 🌙