Problem Solving and Problem Finding (And Why Your Team Needs Both)

By Josh Coburn

I am naturally gifted at finding potential pitfalls in any project. While I know I am well-respected among my peers and seen as an asset on various projects, sometimes I wonder how others perceive me. I’m sure that my constant question-asking and hole-poking mindset might rub people the wrong way.

It got me thinking about how I bring value to a project versus other strategists I’ve worked with in the past. I came to the realization that there are two types of strategic thinking in the world: problem solvers and problem finders.

Let’s start out by defining what I mean by problem solving and problem finding.

Problem Solving: This is focused on finding solutions to any given problem (duh!). More to the point, it’s about looking at the problem as an opportunity to think differently and provide solutions that are goal-oriented and help your brand react to moments that can move the business forward.

Although problem solvers come in different flavors they have same common traits: they’re optimistic, collaborative, naturally curious, and goal oriented.

Problem Finders: This group is focused on analyzing the challenges, risks and rewards of potential solutions. Unlike solving, problem finding is more about ensuring the desirability, viability and feasibility of proposed solutions as opposed to the overall challenge. This type of thinking is characterized by two different types of questions:

• “Have You Considered…?”: These questions are about identifying challenges within an idea and bringing to light the implications so that the solution can be evolved (or ignored if the risk is nominal to the reward).
• “Help Me Understand…”: This approach is about gaining a better understanding of the solution. In doing so, it increases understanding and helps the rest of the team put themselves into the shoes of the intended audience/consumer. By using this slight mindset shift, it allows all parties to reconsider different perspectives and identify different pitfalls.

Problem finders can sometimes be mistaken as pessimistic, when in fact they tend to be highly inquisitive, quick-witted (maybe with sarcastic undertones), and rely heavily on historical knowledge to provide their POVs.

The Case for Problem Solving

This one likely seems obvious. Every organization needs solutions. You want people that can identify opportunities, reposition the business, and capitalize on trends.

Still, focusing on the solution at hand without considering the impact and challenges inherent in the solution can lead to shortsighted thinking. Duct taping a car back together might work to get the car moving again, but it isn’t necessarily your best outcome. Problem solving that relies on narrowly defined goals without considering all the potential outcomes for all stakeholders won’t lead to the best outcomes.

The Case for Problem Finding

Those practicing problem finding are often perceived as “Debbie-downers,” “Negative Nancys,” “Skeptical Skeeters,” “Down-Trodden Douglases,” etc., but this type of thinking can be extremely valuable to an organization’s success.

It should be noted that, while a pessimistic view can be helpful when properly trained and leveraged, this should not devolve into cynicism. It’s not that there’s no good solution; it’s about finding the best solution and coming at it from a more realistic perspective.

Problem finding can save lives…literally

NASA employs an array of simulations for their different space endeavors. Why? Well, when missions are happening thousands of miles away, it’s much harder to fix the problem after it begins. Simulations are their tool for finding problems before they begin. In worst case scenarios lives could be at stake, so NASA utilizes these simulations to help prevent disasters from happening.

The Best of Both Worlds

You might think it is best to have a team focused only on problem solving. While great ideas can come from problem solving, effective ideas are born from a combination of both problem solvers and problem finders. Problem solvers help you reach tangible goals and move your business forward, while problem finders help your company avoid traps and provide the best possible outcomes for any given solution.

How to Utilize Both Types of Thinking

Problem-solution-oriented thinking is best utilized when a known problem exists, but the way forward isn’t clear. You work on the problem until you see a successful outcome. The aim is to help the organization reach an intended goal.

You can help these problem solvers be their best by giving them puzzles to solve. Stimulate their brain by giving them a goal and allowing them to rework the problem from the beginning. You can provide realistic constraints for a problem (budget, labor pool, timing, etc.), but avoid putting arbitrary constraints on their work. Doing so will only hinder the solution they provide.

Problem finding is best utilized when you think the way forward is clear but want to ensure your idea is as strong as possible. Leverage these problem finders when you want to protect yourself against any shortcomings or backlash, avoid major delays or disruptions to your process/build, or don’t want to overlook any potential outliers.

Provide them with adequate background information and data and allow them to ask as many questions as they need. (When they run out of questions, it tends to be a good sign that you have a solution that’s ready to move forward).

Finding Harmony in Both
While it is possible for strategists to switch mindsets depending on where a project is in its lifecycle, not everyone is as great at problem solving as they are problem finding, or vice versa.

While it can be easy to celebrate problem solvers for helping move your business forward, it’s important to appreciate the problem finders too — for helping to keep your business or project from regressing and finding edge cases. And if you’re lucky enough to have someone that can wear both hats, hold onto them; they can make any project better.

Josh Coburn
Associate Director, Experience Strategy
Digitas | Hampstead, NC

Josh Coburn is an inquisitive thinker that always asks “Why?” when crafting sound strategies and developing his point of view. With a strong background in tech and analytics, Josh brings a unique blend of digital know-how and impressive experience strategy chops. His love of human psychology and neuroscience drives his empathy for users and makes him a vocal advocate of human-centered design.

For more than a decade, Josh has worked with some of the largest brands in the world across many verticals: finance, retail, CPG, education, B2C, and B2B. With a passion for UX and organizational and operational strategy, Josh makes it his mission to help his clients realize their full potential and drive the most value for their customers.