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Qual é o seu Problema? Para resolver seus problemas mais difíceis, mude os problemas que você resolve
Se você quer ter o superpoder de resolver problemas melhores, leia este livro. Eric Schmidt, ex-CEO do Google. Independentemente dos problemas que esteja enfrentando, este livro vai transformar a maneira como você os resolve. A estrutura criada por Wedell-Wedellsborg não apenas o ajudará a gerar mais ideias criativas e tomar decisões mais inteligentes, como o ensinará a se preparar para o que vem pela frente. Adam Grant, autor dos best-sellers Originais e Dar e receber; host do podcast WorkLife do TEDPrático e inteligente [] Wedell-Wedellsborg nos mostra como eliminar a cegueira cognitiva e cultural que nos impede de resolver problemas difíceis em nossas empresas e em nossa vida e ele ainda torna tudo divertido. Amy C. Edmondson, professora da Harvard Business SchoolA resolução de problemas tem relação com estratégia, gestão e liderança, mas poucos profissionais recebem treinamento formal nisso. O autor criou um manual prático e acessível para explicar como contextualizar e recontextualizar problemas, o que é muito valioso para qualquer pessoa ligada a negócios ou ao governo. Martin Reeves, sócio sênior e diretor do Boston Consulting Group (BCG)
224 pages, Paperback
First published March 17, 2020
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2600 people want to read
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Displaying 1 - 30 of 68 reviews
June 11, 2021
Some notes on the book:
Frame the problem-> reframe the problem-> action
Questions to ask (avoid problem framing pitfall)
1. Is the statement true
2. Are there simple self-imposed limitations
3. Is a solution baked into the problem framing
4. Is the problem clear
5. With whom is the problem located
6. Are there strong emotions
7. Are there false trade off
Move up a level of goals to examine the bigger picture.
Make sure it’s not too narrow
Tactic:
• Challenge the logic
• Is there other goals we should go for?
• Question the “obvious” goals
Examine the bright spots
Instead of looking at problem times but look at times when problems are less or not existing.
• Was the problems already been solved at least once?
• Or at least a similar problem?
• Look for unexceptional exceptions
• Is there a instance the problem doesn’t affect that much?
• Are there positive outliers
• Who else deal with these types of problem
• Can we broadcast the problem wider
• Solution might come from places we don’t know to look
Look into the mirror:
• look for my own contribution to the problem
• Think contribution vs blame
• Things are multiprone. Not just from one source
• Even if no contribution from me, look at how I can react to the situation
• Bring the scale down to my level
• Seek out third party view point
Anchor and adjust to get get the other person’s perspective
• If fail, try to start with an assumption that they have good intention
Test your problem
• Make sure the framing of the problem is right before switching to solution mode and work
Problem validation:
1. Describe the problem statement to the stakeholders
2. Get outsider to help you
3. Device a hard test
• Get people interested to pay first instead of just words to see if the problems are actually valid to solve
4. Consider pretotyping the solution
• Don’t build the product yet but simulate the solution to clients
• If can test the solution quickly and cheaply, do it and no need to focus on getting the problem right
Reassess the problem regularly
• Problems changes
• Condition changes
• Schedule ahead
• Assign someone to check
• Make reframing a routine or into the routine
Tactics to avoid confirmation bias
• Never commit to only one explanation up front
• Explore multiple explanations at once until sufficient empirical evidence shows the best one
• Be open that the best fit might be a mix of different ideas
• Be prepared to walk away if something better come along
Frame the problem-> reframe the problem-> action
Questions to ask (avoid problem framing pitfall)
1. Is the statement true
2. Are there simple self-imposed limitations
3. Is a solution baked into the problem framing
4. Is the problem clear
5. With whom is the problem located
6. Are there strong emotions
7. Are there false trade off
Move up a level of goals to examine the bigger picture.
Make sure it’s not too narrow
Tactic:
• Challenge the logic
• Is there other goals we should go for?
• Question the “obvious” goals
Examine the bright spots
Instead of looking at problem times but look at times when problems are less or not existing.
• Was the problems already been solved at least once?
• Or at least a similar problem?
• Look for unexceptional exceptions
• Is there a instance the problem doesn’t affect that much?
• Are there positive outliers
• Who else deal with these types of problem
• Can we broadcast the problem wider
• Solution might come from places we don’t know to look
Look into the mirror:
• look for my own contribution to the problem
• Think contribution vs blame
• Things are multiprone. Not just from one source
• Even if no contribution from me, look at how I can react to the situation
• Bring the scale down to my level
• Seek out third party view point
Anchor and adjust to get get the other person’s perspective
• If fail, try to start with an assumption that they have good intention
Test your problem
• Make sure the framing of the problem is right before switching to solution mode and work
Problem validation:
1. Describe the problem statement to the stakeholders
2. Get outsider to help you
3. Device a hard test
• Get people interested to pay first instead of just words to see if the problems are actually valid to solve
4. Consider pretotyping the solution
• Don’t build the product yet but simulate the solution to clients
• If can test the solution quickly and cheaply, do it and no need to focus on getting the problem right
Reassess the problem regularly
• Problems changes
• Condition changes
• Schedule ahead
• Assign someone to check
• Make reframing a routine or into the routine
Tactics to avoid confirmation bias
• Never commit to only one explanation up front
• Explore multiple explanations at once until sufficient empirical evidence shows the best one
• Be open that the best fit might be a mix of different ideas
• Be prepared to walk away if something better come along
This entire review has been hidden because of spoilers.
March 19, 2020
I loved this. Takes you back to basics, communicates ideas well, and has tons of resources. Probably used about 50 post it notes throughout the whole text. Have already recommended to my team and leadership.
May 19, 2022
This is a concise, well structured book which deep dives on the concept of reframing.
Having the right frame can help us find more effective solutions and realize better outcomes, but we often take the initial frame as a given. Reframing is the process of exploring the current frame and breaking out of it to find new frames. Once a problem has been reframed, then the problem can be analyzed from the perspective of the new frame(s).
It can be hard to resist the urge to jump straight to action. However, taking time to reframe the problem can help ensure the right problem is solved in the first place. In the long run, this saves time, especially since reframing need not take long. Short, frequent reframing exercises are more valuable than rare, long reframing exercises.
Framing is the process of asking what problem you are trying to solve. This is an important step. Before we can reframe, we need to be able to identify the type of problem, write a short problem statement using full sentences, and identify stakeholders. Then, we can ask ourselves: Is the problem statement true? Are there simple self-imposed limitations? Is a solution baked into the framing? Is the problem clear? With whom is the problem located? Are there strong emotions involved? False trade-offs? Asking these questions will help you think about the problem differently.
Reframing asks if there is a different way of thinking about the problem. The meat of the book goes into detail about ways to reframe. These include: Look outside the frame to see what you're missing. Rethink the goal to see if there's a better objective to pursue. Examine the bright spots — areas where the problem does not occur — and learn from them. Look in the mirror to understand your own role in creating the problem. Take the perspective of others involved in the problem.
Once you have reframed the problem, it is time to move forward. However, this does not mean jumping directly to action. The first step is to validate both the problem statement and the reframing. You can do this by describing the solution to stakeholders, describing it to outsiders, devising a hard test, and if it's low cost and low risk, just implement part of the solution see if it gets traction. As you implement a solution, you will learn more, so also schedule your next opportunity to reframe.
The book ends with a couple of chapters on how to handle tactical challenges around reframing including having too many framings to explore, identifying unknown causes of a problem, breaking out of silos, resistance to reframing, and denial of a particular aspect of the problem.
Overall, this book is useful for anyone who ever needs to solve problems or persuade others.
Having the right frame can help us find more effective solutions and realize better outcomes, but we often take the initial frame as a given. Reframing is the process of exploring the current frame and breaking out of it to find new frames. Once a problem has been reframed, then the problem can be analyzed from the perspective of the new frame(s).
It can be hard to resist the urge to jump straight to action. However, taking time to reframe the problem can help ensure the right problem is solved in the first place. In the long run, this saves time, especially since reframing need not take long. Short, frequent reframing exercises are more valuable than rare, long reframing exercises.
Framing is the process of asking what problem you are trying to solve. This is an important step. Before we can reframe, we need to be able to identify the type of problem, write a short problem statement using full sentences, and identify stakeholders. Then, we can ask ourselves: Is the problem statement true? Are there simple self-imposed limitations? Is a solution baked into the framing? Is the problem clear? With whom is the problem located? Are there strong emotions involved? False trade-offs? Asking these questions will help you think about the problem differently.
Reframing asks if there is a different way of thinking about the problem. The meat of the book goes into detail about ways to reframe. These include: Look outside the frame to see what you're missing. Rethink the goal to see if there's a better objective to pursue. Examine the bright spots — areas where the problem does not occur — and learn from them. Look in the mirror to understand your own role in creating the problem. Take the perspective of others involved in the problem.
Once you have reframed the problem, it is time to move forward. However, this does not mean jumping directly to action. The first step is to validate both the problem statement and the reframing. You can do this by describing the solution to stakeholders, describing it to outsiders, devising a hard test, and if it's low cost and low risk, just implement part of the solution see if it gets traction. As you implement a solution, you will learn more, so also schedule your next opportunity to reframe.
The book ends with a couple of chapters on how to handle tactical challenges around reframing including having too many framings to explore, identifying unknown causes of a problem, breaking out of silos, resistance to reframing, and denial of a particular aspect of the problem.
Overall, this book is useful for anyone who ever needs to solve problems or persuade others.
August 30, 2020
A quote I've always loved (not from this book) is "a problem well defined is a problem half-solved." This book helps you not just get clear on what your problem is, but explore the many different ways to frame your problem. For example, you can go deeper into what's really going on (e.g. narrow in on the most critical detail) or pull out and aim for the problem above/behind your problem (e.g. you don't need a bridge, you need a way to get across the river).
This way of thinking is one of the most powerful tools to develop, so in that sense this is an important book. However, I do have to say that this book is brief and sometimes too general/vague in telling you how to do it. So it's a better "you should" book than a "here's how" book. That's why I'm giving 4 stars instead of 5.
This way of thinking is one of the most powerful tools to develop, so in that sense this is an important book. However, I do have to say that this book is brief and sometimes too general/vague in telling you how to do it. So it's a better "you should" book than a "here's how" book. That's why I'm giving 4 stars instead of 5.
April 10, 2020
Those with a tendency to misidentify, overanalyze, freak out about, or altogether avoid problems will benefit from reading this practical and frankly FUN book about problem solving. It will invigorate your sense of confidence in confronting messy issues both professionally and personally. The content is invaluable and delivered in a pleasing way – insightful research flavored with a dash of wit. Rarely are business books so enjoyable.
One of the best parts about the book is its accessibility, and the structure allows for scaling the information to your current mindset. Breeze through just to grasp the powerful concept of reframing, spend more time running your own problems through the framework, or dig into methodology and case studies, as the incredible wealth of footnotes leave no rabbit hole unexplored.
Aided by the format and simple illustrations, What's Your Problem? is like having a journal of notes you jotted down during your most impactful college course with your favorite professor. I highly recommend owning a hard copy for that reason – it's one you'll want to reread at different stages of your life/career to refresh your skills and gain nuanced insight. Keep it on your shelf for referencing as a bible of how to approach problems, and in a larger sense, life in general.
One of the best parts about the book is its accessibility, and the structure allows for scaling the information to your current mindset. Breeze through just to grasp the powerful concept of reframing, spend more time running your own problems through the framework, or dig into methodology and case studies, as the incredible wealth of footnotes leave no rabbit hole unexplored.
Aided by the format and simple illustrations, What's Your Problem? is like having a journal of notes you jotted down during your most impactful college course with your favorite professor. I highly recommend owning a hard copy for that reason – it's one you'll want to reread at different stages of your life/career to refresh your skills and gain nuanced insight. Keep it on your shelf for referencing as a bible of how to approach problems, and in a larger sense, life in general.
June 30, 2020
This book is about reframing problems, which in turn is mainly about becoming aware and acknowledging your cognitive fallacies (yes, I'm referring to Kahneman again) and then taking relevant actions to avoid systematic thinking errors.
The author proposes a formal steps for problem reframing:
*Frame the problem. What's the problem? Who's involved?
Look outside the frame. What are we missing?
Rethink the goal. Is there a better goal to pursue?
Examine bright spots. Are there positive exceptions?
Look in the mirror. What is my role in creating the problem?
Take their perspective. What problem are they trying to solve?
*Move forward. How do we keep momentum?
The theory is lighter than more formal problem solving frameworks (K&T was actually briefly mentioned). The book probably fits as a reminder to unstuck your thinking when you have looked too linearly at some problems. Main thing I was not impressed by were the examples of specific problems which at least to me did not feel "grandiose" enough to inspire using the framework (some were actually quite random).
The author proposes a formal steps for problem reframing:
*Frame the problem. What's the problem? Who's involved?
Look outside the frame. What are we missing?
Rethink the goal. Is there a better goal to pursue?
Examine bright spots. Are there positive exceptions?
Look in the mirror. What is my role in creating the problem?
Take their perspective. What problem are they trying to solve?
*Move forward. How do we keep momentum?
The theory is lighter than more formal problem solving frameworks (K&T was actually briefly mentioned). The book probably fits as a reminder to unstuck your thinking when you have looked too linearly at some problems. Main thing I was not impressed by were the examples of specific problems which at least to me did not feel "grandiose" enough to inspire using the framework (some were actually quite random).
January 27, 2020
Everybody who deals with problems at work and in life should read this book. That’s the simplest way to say it. This means that every human being will benefit by getting hold of ideas in this wonderful piece of business literature.
The book focuses on the concept of reframing. Most of the time we focus on getting the solutions to every bit of problem we encounter. However, we rarely stop and think if we had the right problems in the first place. This book explains in an intelligent, witty, and many times funny kind of way the importance of reframing our problem before we even delve in solutions.
I found the examples here really interesting. Sometimes I notice myself in awe with several realizations. Many times I laugh with not so expected punch line here and there.
I really enjoyed the ideas and the way this book is written. I learned a lot made me realize a lot of things.
The book focuses on the concept of reframing. Most of the time we focus on getting the solutions to every bit of problem we encounter. However, we rarely stop and think if we had the right problems in the first place. This book explains in an intelligent, witty, and many times funny kind of way the importance of reframing our problem before we even delve in solutions.
I found the examples here really interesting. Sometimes I notice myself in awe with several realizations. Many times I laugh with not so expected punch line here and there.
I really enjoyed the ideas and the way this book is written. I learned a lot made me realize a lot of things.
June 10, 2021
A few years ago I had an epiphany: My entire life I'd invested a ton of my precious ressources either solving problems that didn't exist or inventing problems to fit my solutions. And why? Because I didn't pause long enough to examine WHAT the problem really was and WHY it was a problem in the first place.
I began using my newfound ideas at my job as well and saw that the same thing was true to projects there but I wasn't able to communicate it properly to my boss and colleagues. By chance I read a review of this book and was fascinated because there is in fact a name for this - reframing - and an approach to perfoming it. I learned quite a lot from the book - and most importantly, I will be able to pass this on to others as well.
"What's your problem?" is fun and fascinating and provides an excellent overview of the reframing tool and techniques. I highly recommend it.
I began using my newfound ideas at my job as well and saw that the same thing was true to projects there but I wasn't able to communicate it properly to my boss and colleagues. By chance I read a review of this book and was fascinated because there is in fact a name for this - reframing - and an approach to perfoming it. I learned quite a lot from the book - and most importantly, I will be able to pass this on to others as well.
"What's your problem?" is fun and fascinating and provides an excellent overview of the reframing tool and techniques. I highly recommend it.
October 25, 2021
All of us deal with some problems in our life and usually for solving them we try the first and simplest solution we find. But the book challenge this approach and demonstrate that sometime we could find a better solution just by changing our mindset about the problems.
The way you frame a problem determines which solutions you come up with."
Boot intrudes a “reframing” framework to deal with problems. This method helps you to study problems better and more accurately and offer better solutions to them. But I think using this method need practice and experience.
I had problem with the book structure and somehow it was hard for me to read it. Too much repetition is another problem with the book.
The way you frame a problem determines which solutions you come up with."
Boot intrudes a “reframing” framework to deal with problems. This method helps you to study problems better and more accurately and offer better solutions to them. But I think using this method need practice and experience.
I had problem with the book structure and somehow it was hard for me to read it. Too much repetition is another problem with the book.
September 12, 2023
I have plenty og problems - this book is not one of them.
The focus of the book is to present how "reframing" is not just a useful skill, but needed for anyone tackling complex problems in our modern times.
Since reframing is actually a skill, it takes practice to become good at it. This book is great for inspiration with concrete examples - the value builds as soon as we start practicing. The best part is, that it's possible to practice in any situation - small or large, business or pleasure.
Thomas' style is engaging and approachable. The subject matter is both intuitive and counterintuitive, so it'll make you think about things that you already think, you have thought about.
The focus of the book is to present how "reframing" is not just a useful skill, but needed for anyone tackling complex problems in our modern times.
Since reframing is actually a skill, it takes practice to become good at it. This book is great for inspiration with concrete examples - the value builds as soon as we start practicing. The best part is, that it's possible to practice in any situation - small or large, business or pleasure.
Thomas' style is engaging and approachable. The subject matter is both intuitive and counterintuitive, so it'll make you think about things that you already think, you have thought about.
November 9, 2020
This is one of the most useful books I've read so far.
It explores the concept of reframing in enough depth that you can use it in almost any situation and it's simple enough so it doesn't get boring.
By reading it, you'll learn what's reframing, why it matters and how to do it so you can start using your time to solve the right problems and avoid those that are a waste of energy.
I'd recommend it to anyone who has problems to solve, and yes, by that I mean to everyone.
It explores the concept of reframing in enough depth that you can use it in almost any situation and it's simple enough so it doesn't get boring.
By reading it, you'll learn what's reframing, why it matters and how to do it so you can start using your time to solve the right problems and avoid those that are a waste of energy.
I'd recommend it to anyone who has problems to solve, and yes, by that I mean to everyone.
February 6, 2025
If you're stuck trying to solve a tough problem, this book might give you a new perspective on how to approach it. Wedell-Wedellsborg argues that the key to solving tough problems is not to focus on the problem itself, but rather to change the problem you're trying to solve.
The book offers a unique and fresh take on problem-solving, with plenty of real-life examples to illustrate the concepts.
The book offers a unique and fresh take on problem-solving, with plenty of real-life examples to illustrate the concepts.
November 21, 2022
A good read on general problem solving, mostly for practical problems but many ideas that are worth internalising as well.
Containing many concepts that assist us in approaching the problems from the most suitable angle and not solving the wrong problem.
Containing many concepts that assist us in approaching the problems from the most suitable angle and not solving the wrong problem.
May 11, 2020
Excellent info. Highly readable. Tons of great sources and tangible techniques you can use right now in your personal or professional life.
April 4, 2020
Great explanation of problem reframing with a lot of practical insights.
Unlike other books, I always had the feeling I missed something of value as soon as my thoughts drifted off while listening.
I wondered NLP was not even mentioned, it has a lot of tools for reframing.
Unlike other books, I always had the feeling I missed something of value as soon as my thoughts drifted off while listening.
I wondered NLP was not even mentioned, it has a lot of tools for reframing.
October 4, 2023
Найкраще що я зустрічав на тему рефреймінга. Настільна книга для всіх, хто працює з діагностикою проблем та їх нелінійним вирішенням.
January 10, 2021
Very good book about approaching problems in general. Framing and reframing. Contains many real life cases. Many references if you're interested in more reading on this topic.
August 2, 2020
Thoroughly enjoyed this book. This book changes the perspective of looking at problems in a different point of view. I am looking forward to use the framework discovered to my own problems. It's a must read.
September 9, 2025
Takeaways from reading the book:
Examples of defining a better problem:
- Page 4: Problem: An elevator is too slow. Solution: Make the elevator faster. Defining a better problem: Waiting for the elevator is annoying. Solution: Make the wait feel shorter, for example by putting up mirrors, installing sanitizers and/or playing music.
- Page 15: Problem: People don't know that millions of dogs are delivered to dog shelters every year. Solution: Do more advertising. Defining a better problem: It is hard to find dogs that can be adopted. Solution: Improve access to adoptable dogs by making a dog dating app.
- Pages 29, 33 and 70: Problem: A person finds it a problem that she / he is not getting promoted. Redefining the problem: The person is not respected.
- Pages 45 and 93: Problem: It is too expensive to drill wells. Redefining the problem: 1 million people do not have access to clear drinking water.
- Page 61: Problem: A teenage girl gets into a shouting match with a teacher. Solution: Learn to communicate better. Defining a better problem: The girl is tired and hungry at school. Alternative solution: Get more sleep and eat breakfast.
- Page 77: Problem: A person loves her job but hates her boss. Solution: The girl finds a new job to escape the horrible boss. Alternative solution: Find out how to help the horrible boss get a new job.
- Page 82: Problem: A couple gets into big discussions about small things such as cleaning. Solution: They talk about historical explanations such as how they were brought up. Defining a better problem: One or both persons are tired when they talk about serious topics. Alternative solution: They do not talk about serious topics after 10 in the evening.
- Page 85: Problem: A person's work causes stress. Then one day, the person gained energy from working. Another day, the person did not feel affected by stress. What was different about those two days?
- Page 89: Problem: Parents, who cannot read or write, do not see the value of educating their children. Solution: Tell parents education of their children is very important. Redefining the problem: Teachers do not demonstrate the near-term value of education. Solution: Teach kids to help their parents with important tasks.
- Page 99: Problem: Sofia, a 5 year-old girl, constantly asks her brother to come and watch television with her. That is annoying for her brother. Redefining the problem: How can Sofia be less lonely?
- Page 101: Problem: A mother finds it a problem that her son does not put down his smartphone. Redefining the problem: Is it possible that the son has difficulty putting down his smartphone because he sees that his mother is having difficulty putting down her own smartphone?
Questions to help define a better problem:
- Pages 23, 29 and 33: To define a better problem, ask why the problem is a problem for people. Find details of the problem.
- Pages 29 and 33: To what extent is this the right problem? Are we focusing on the right things?
- Pages 29, 33 and 58: What is missing from the current problem definition?
- Pages 29, 33 and 70: Is there a better goal? Why is that goal important for you?
- Pages 29, 33, 53 and 125: Who is involved in the problem? Who is not involved in the problem? What are their needs, emotions and opinions?
- Pages 29 and 33: What are different people's roles in creating the problem?
- Pages 45 and 93: Is a solution "baked into" the problem definition?
- Page 45: How clearly is the problem defined?
- Page 45: Is there wrong information in the problem definition?
- Page 58: Is the problem defined in a way so that it fit tools people know well? Example: A person has a hammer and defines the problem so he / she can use the hammer to solve the problem.
- Page 85: Where is the problem not? How can we do more of that?
- Page 90: Who else has a problem like this? What can we learn from them?
- Page 101: To what extent are you contributing to the problem?
- Page 102: How can you define the problem in a way that enables you to do something about it? Example of problem defined on a level which makes it impossible for people to do anything: "No innovation can happen before the CEO makes innovation a priority."
- Page 163: What can you learn about how people, who work in other industries, have solved the problem?
- Page 167: How can you use data to convince people about a problem?
- Pages 92 and 130: Describe the problem to customers / users and ask them if they have this problem.
- Page 147: Intuition is built from your past. For that reason intuition is not always a good guide to your future.
- Page 152: Make a test / a learning experiment.
- Page 174: Find more reasons for the problem and be open to the idea that there can be many explanations of the problem.
Examples of defining a better problem:
- Page 4: Problem: An elevator is too slow. Solution: Make the elevator faster. Defining a better problem: Waiting for the elevator is annoying. Solution: Make the wait feel shorter, for example by putting up mirrors, installing sanitizers and/or playing music.
- Page 15: Problem: People don't know that millions of dogs are delivered to dog shelters every year. Solution: Do more advertising. Defining a better problem: It is hard to find dogs that can be adopted. Solution: Improve access to adoptable dogs by making a dog dating app.
- Pages 29, 33 and 70: Problem: A person finds it a problem that she / he is not getting promoted. Redefining the problem: The person is not respected.
- Pages 45 and 93: Problem: It is too expensive to drill wells. Redefining the problem: 1 million people do not have access to clear drinking water.
- Page 61: Problem: A teenage girl gets into a shouting match with a teacher. Solution: Learn to communicate better. Defining a better problem: The girl is tired and hungry at school. Alternative solution: Get more sleep and eat breakfast.
- Page 77: Problem: A person loves her job but hates her boss. Solution: The girl finds a new job to escape the horrible boss. Alternative solution: Find out how to help the horrible boss get a new job.
- Page 82: Problem: A couple gets into big discussions about small things such as cleaning. Solution: They talk about historical explanations such as how they were brought up. Defining a better problem: One or both persons are tired when they talk about serious topics. Alternative solution: They do not talk about serious topics after 10 in the evening.
- Page 85: Problem: A person's work causes stress. Then one day, the person gained energy from working. Another day, the person did not feel affected by stress. What was different about those two days?
- Page 89: Problem: Parents, who cannot read or write, do not see the value of educating their children. Solution: Tell parents education of their children is very important. Redefining the problem: Teachers do not demonstrate the near-term value of education. Solution: Teach kids to help their parents with important tasks.
- Page 99: Problem: Sofia, a 5 year-old girl, constantly asks her brother to come and watch television with her. That is annoying for her brother. Redefining the problem: How can Sofia be less lonely?
- Page 101: Problem: A mother finds it a problem that her son does not put down his smartphone. Redefining the problem: Is it possible that the son has difficulty putting down his smartphone because he sees that his mother is having difficulty putting down her own smartphone?
Questions to help define a better problem:
- Pages 23, 29 and 33: To define a better problem, ask why the problem is a problem for people. Find details of the problem.
- Pages 29 and 33: To what extent is this the right problem? Are we focusing on the right things?
- Pages 29, 33 and 58: What is missing from the current problem definition?
- Pages 29, 33 and 70: Is there a better goal? Why is that goal important for you?
- Pages 29, 33, 53 and 125: Who is involved in the problem? Who is not involved in the problem? What are their needs, emotions and opinions?
- Pages 29 and 33: What are different people's roles in creating the problem?
- Pages 45 and 93: Is a solution "baked into" the problem definition?
- Page 45: How clearly is the problem defined?
- Page 45: Is there wrong information in the problem definition?
- Page 58: Is the problem defined in a way so that it fit tools people know well? Example: A person has a hammer and defines the problem so he / she can use the hammer to solve the problem.
- Page 85: Where is the problem not? How can we do more of that?
- Page 90: Who else has a problem like this? What can we learn from them?
- Page 101: To what extent are you contributing to the problem?
- Page 102: How can you define the problem in a way that enables you to do something about it? Example of problem defined on a level which makes it impossible for people to do anything: "No innovation can happen before the CEO makes innovation a priority."
- Page 163: What can you learn about how people, who work in other industries, have solved the problem?
- Page 167: How can you use data to convince people about a problem?
- Pages 92 and 130: Describe the problem to customers / users and ask them if they have this problem.
- Page 147: Intuition is built from your past. For that reason intuition is not always a good guide to your future.
- Page 152: Make a test / a learning experiment.
- Page 174: Find more reasons for the problem and be open to the idea that there can be many explanations of the problem.
July 30, 2020
The book provides a different perspective when looking at problems we 're trying to solve. We're looking at problems within some "frame", we're usually tending to run to solutions instead of analyzing the problem itself first and understanding the "real" problem we're trying to solve. The book offers practical tools to look at problems within different frames, to re-frame the problems and to analyze them before actually solving them. Highly recommended book.
March 15, 2023
A nice book to help you guide through problem reframing, not only as a designer, but in as a contributor in a general organizational setting
April 17, 2020
Great book in solving problems!
This book illustrates a very useful method in solving problems “Reframing”. It is full of stories (the elevator is slow) that explain the process steps and how to practice it.
This book illustrates a very useful method in solving problems “Reframing”. It is full of stories (the elevator is slow) that explain the process steps and how to practice it.
March 17, 2022
The way you frame a problem predisposes you to certain kinds of solutions and we usually then miss out on vastly better solutions that we never could have thought of because of the initial framing...unless we learn the process of RE-framing.
My first impression of the book was that it was shaped very strangely. It's very wide but not very tall, reminiscent of some of the comic books I read growing up. One of the benefits of this is that the pages actually stay open if you leave it open and move your hands elsewhere, say to type up notes.
The style is very intentionally low-key, informal. And that fits the content of the book. The reframing process is part art, part science. It's really a creative process rather than a rigid linear thing, although it gives you a linear set of things to try, different ways to reframe. The design of this book is so wise; it helps business-type, linear, direct people engage in non-linear, creative problem-solving. It works well for basically whoever you are though.
Not only is this book chock-full of practical advice, it also gives examples at every turn, so many examples, and each of them are evocative and really help to illustrate the principle.
It's also just a really important topic; I now see (not just from the examples but also from practicing these principles on several problems both at work and personal and in my marriage) that learning the art of reframing is one of the best skills to learn in life, period. No holds barred. Not only do you come up with vastly better types of solutions, but you also learn to empathize with and understand other people better and the world better as a whole.
And this process also is really masterful at managing the balance between action and thinking/reflecting.
To boot, it provides a whole series, at the end, of techniques for when your client/stakeholders/whoever are resisting the process. This guy really knows how to write a practical book to actually help you in the trenches really well.
Need I say more?
My first impression of the book was that it was shaped very strangely. It's very wide but not very tall, reminiscent of some of the comic books I read growing up. One of the benefits of this is that the pages actually stay open if you leave it open and move your hands elsewhere, say to type up notes.
The style is very intentionally low-key, informal. And that fits the content of the book. The reframing process is part art, part science. It's really a creative process rather than a rigid linear thing, although it gives you a linear set of things to try, different ways to reframe. The design of this book is so wise; it helps business-type, linear, direct people engage in non-linear, creative problem-solving. It works well for basically whoever you are though.
Not only is this book chock-full of practical advice, it also gives examples at every turn, so many examples, and each of them are evocative and really help to illustrate the principle.
It's also just a really important topic; I now see (not just from the examples but also from practicing these principles on several problems both at work and personal and in my marriage) that learning the art of reframing is one of the best skills to learn in life, period. No holds barred. Not only do you come up with vastly better types of solutions, but you also learn to empathize with and understand other people better and the world better as a whole.
And this process also is really masterful at managing the balance between action and thinking/reflecting.
To boot, it provides a whole series, at the end, of techniques for when your client/stakeholders/whoever are resisting the process. This guy really knows how to write a practical book to actually help you in the trenches really well.
Need I say more?
August 6, 2020
Problem solving often falls into a trap of justifying one specific solution. In What's Your Problem? you learn a better method -- how to reframe and find innovative solutions to make better decisions. The clear examples, straightforward diagrams, and simple steps will help you succeed at reframing. There are also strategies for working with resistant teams and bringing them onboard. Figure out how to making decisions among reframing options. And along the way, tips for creating a reframing problem solving habit. Recommended for its simple and approachable method to innovative problem solving.
I received an eARC of this title from NetGalley in exchange for a review. The FTC wants you to know.
I received an eARC of this title from NetGalley in exchange for a review. The FTC wants you to know.
September 23, 2021
Solid thinking and very applicable to any work setting that involves fixing peoples (or your own) problems.
Sadly, it's also yet another business book that constantly justifies itself by mentioning talks with Fortune 500 executives and other people high up on the corporate ladder. I totally get that mentioning companies and people by name is a cheap way for authors to pay contributors back for sharing their stories - as well as a way for said author to market their consulting services. But as a reader I don't really need to know who your big-league clients are - just focus on what you learned from them and save the attributions for the appendix.
Sadly, it's also yet another business book that constantly justifies itself by mentioning talks with Fortune 500 executives and other people high up on the corporate ladder. I totally get that mentioning companies and people by name is a cheap way for authors to pay contributors back for sharing their stories - as well as a way for said author to market their consulting services. But as a reader I don't really need to know who your big-league clients are - just focus on what you learned from them and save the attributions for the appendix.
May 21, 2022
The best book in quite some time. An awesome framework on how to address and reframe any kind of complex problem.
Sound examples and a simple, clear and entertaining speach keep us tangled in reading the book. The author knows its craft and how to drill it down to everybody else.👏✨️
Read it and keep it close. 🎯
Sound examples and a simple, clear and entertaining speach keep us tangled in reading the book. The author knows its craft and how to drill it down to everybody else.👏✨️
Read it and keep it close. 🎯
September 2, 2020
If you have doubts that mirror can solve slow elevator problem or you feel that too often you invest time solving wrong problems and jumping too fast for the solution - this book is for you. I bet everyone will find something for his/her problem-solving toolbox.
December 27, 2020
หนังสือสอนเทคนิคเกี่ยวกับการสร้างมุมมองและไอเดียใหม่ในการแก้ปัญหา
หนังสือแนะว่า จริงๆแล้วปัญหาหลายๆอย่างได้รับการแก้อย่างไม่ตรงจุด เพราะการตั้งโจทย์ หรือ Frame กรอบความคิดผิด
ดังนั้นเวลาแก้ปัญหาไม่ออก หรือ ก่อนจะเริ่มแก้ปัญหา จริงๆแล้วควรมาทบทวนคำถาม และ Reframe ก่อน
หนังสือสอนเทคนิคต่างๆในการ Reframe ปัญหา
ตัวอย่างคลาสสิคที่คุ้นเคยคือ ลิฟช้า ... โจทย์คือ ลิฟช้า เราก็จะหาคำตอบว่า ทำไงให้ลิฟเร็ว แต่ถ้าเรา Reframe ปัญหาเป็น คนเบื่อที่จะต้องรอนาน เราจะมีทางแก้เพิ่มเติมขึ้นมาว่า ทำไงให้รอแล้วไม่เบื่อ ไม่รู้สึกว่ารอนาน ซึ่งทางออกที่เพิ่มมาคือ ติดกระจกรอบลิฟ ให้คนได้ส่องดูหน้าตัวเอง
เทคนิคการ Reframe
1) “ระบุปัญหา” ปัญหามีหลักๆได้ 3 แบบ
แบบ1 คือ ปัญหาที่เกิดจาก Pain Point คือ แบบนี้ก็ตรงไปตรงมา คือมีปัญหา มีสิ่งที่อยากแก้ ซึ่งเวลาเจอปัญหาแบบนี้ให้ระวัง เพราะเรามักจะกระโดดลงไปแก้เลย
แบบ2 คือ ปัญหามี Goal แล้วไม่รู้จะไปถึงมันได้ยังไง ได้แก่ ปัญหาพวกที่มีเป้ายากๆ เป้าที่ท้าทาย แต่หาทางไปไม่ได้
แบบ3 คือ ปัญหาจาก Solution คือ เรามี Solution บางอย่างให้ปัญหาหลักแล้ว แต่ทางแก้ยังไม่ดีพอ ปัญหาแบบนี้ยากที่สุด เพราะบางที่เราไม่รู้ว่า ทางออกของเรามีปัญหายังไง และ หลายๆครั้งเราก็โอเคและชอบกับทางออกนี้ จนไม่เห็นปัญหาของทางออก
2) “Reframe”
มีหลายเทคนิค ตั้งแต่เริ่มกลับมาค้นแล้วศึกษาในตัว Frame ตั้งแรกเองว่ามีอะไรให้ปรับได้ มีอะไรที่เรายังไม่ได้เข้าใจจริงๆ
หรือ มองไปนอก Frame เดิมเลย เช่น ลองมองด้วยสายตาของคนอาชีพอื่น ออกไปคุยกับคนนอกสายงานเรา หรือ ลองเขียนเป็น Time Line แล้วดูว่า ก่อนหลังเกิดปัญหามันมีอะไรเกิดขึ้นบ้าง ซึ่งสิ่งที่พบอาจจะทำให้เกิด Frame การคิดใหม่ๆ และ ลองดูสิว่า สิ่งที่ทำให้เกิดปัญหา มันมีปัจจัยภายนอกอื่นอะไรมากระทบบ้าง
เทคนิคเปลี่ยน Goal คือการสำรวจดูเป้าหมาย ว่าจริงๆเราต้องการอะไรกันแน่ เราอาจจะลองเปลี่ยนเป้าหมายไปเลย หรือ หาทางใหม่ในการแก้ปัญหา
เทคนิคเปลี่ยนรูปประโยค โดยเอาคำว่า ฉัน (I) ออกไป คือ ปรกติเวลาคิดถึงปัญหา เรามักจะมองในมุมของเรา แต่การเปลี่ยนไปมองในมุมของคนอื่น เราก็อาจจะพบทางแก้ใหม่ได้. เช่น ฉันไม่ชอบที่เธอทำ xxx เปลี่ยนเป็น ทำไงเธอถึงไม่รู้สึก YYY
หนังสือย้ำว่าการ Reframe นี้มันจะเป็น loop ต้องค่อยคิด ค่อยๆทำไปเรื่อยๆ
นอกจากนี้หลังสือยังสอนพวก ทำไงเวลาทีมเราไม่อยากจะ reframe ด้วย 5555
เป็นหนังสือที่ดีเลยนะ ใครทำงานที่ต้องคอยแก้ไขปัญหา หรือ มีปัญหาแก้ไม่ตก ก็แนะนำให้ลองอ่าน เป็นอีกเล่มที่ผมได้อ่านในปีนี้แล้วชอบ หนังสือจะมีความเป็นคู่มือ (Handbook) มากกว่า How To คือจะลิสเทคนิคต่าง สรุปใจความ มีสอนระดับนึง แต่เน้นให้ tool เพื่อเอาไปใช้
This entire review has been hidden because of spoilers.
March 23, 2023
What's Your Problem: To Solve Your Toughest Problems, Change the Problems You Solve" is a book written by Thomas Wedell-Wedellsborg that challenges the conventional approach to problem-solving.
In this book, the author argues that the reason why most problem-solving techniques often fail is that people tend to focus on solving the wrong problem. He introduces the concept of "problem blindness," which refers to the tendency of people to be so focused on a problem that they fail to see other, more significant problems.
The book provides a comprehensive guide on how to identify the real problem, expand your universe of possibilities, and learn from your problems. The author's insights and techniques offer a new perspective on problem-solving, emphasizing the importance of redefining problems and expanding our thinking to solve the most challenging problems. This book is a must-read for anyone looking to improve their problem-solving skills and change the way they approach problems.
In this book, the author argues that the reason why most problem-solving techniques often fail is that people tend to focus on solving the wrong problem. He introduces the concept of "problem blindness," which refers to the tendency of people to be so focused on a problem that they fail to see other, more significant problems.
The book provides a comprehensive guide on how to identify the real problem, expand your universe of possibilities, and learn from your problems. The author's insights and techniques offer a new perspective on problem-solving, emphasizing the importance of redefining problems and expanding our thinking to solve the most challenging problems. This book is a must-read for anyone looking to improve their problem-solving skills and change the way they approach problems.
August 25, 2025
Einstein famously said, "If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions".
That sums up the reason why anyone shall read this book.
Nothing particularly new - every product manager should already know that solving the Right problem is more important than solving the problem Right; nonetheless, the author offers helpful tips and insights about human/organizational psychology for stakeholders management and communication.
Readers who enjoy "Never Split the Difference" which was quoted a few times in this book, might enjoy reading this short book as well. Better yet, refer this book or the author's article on Harvard Review (https://hbr.org/2017/01/are-you-solvi...) to 'difficult' coworkers :)
That sums up the reason why anyone shall read this book.
Nothing particularly new - every product manager should already know that solving the Right problem is more important than solving the problem Right; nonetheless, the author offers helpful tips and insights about human/organizational psychology for stakeholders management and communication.
Readers who enjoy "Never Split the Difference" which was quoted a few times in this book, might enjoy reading this short book as well. Better yet, refer this book or the author's article on Harvard Review (https://hbr.org/2017/01/are-you-solvi...) to 'difficult' coworkers :)
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