Module title: Problem Definition

Activity 1

If the group are work colleagues, perhaps within the same social enterprise or business department, ask them to discuss a recent change initiative, considering how the problem was understood before and after the change. (The long-term effects of a change initiative can never be fully understood because ‘change’ involves moving to a new, and to some extent, unknown state.) Then ask them to reflect on how the change could have been better implemented if the initial situation had been better understood. Alternatively, if the group are not work colleagues, ask them to individually think through a recent change initiative and then ask for volunteers to share their reflections with the group.

Activity 2

Allocate each of the statements (listed below) to an individual or pair, then ask them to write a short persuasive argument to counter it and present back to the group. Lead a discussion on the importance of proper preparation.

• The sooner the project starts, the sooner it will be finished.
• A rough understanding of the problem will do because we can work out the detail as we go along.
• We have to see the problem clearly, which means keeping it tightly controlled.
• There’s no point unpacking the problem because it will change.
• The more we unpack the problem, the more we won’t be able to solve it.
• If we look too deeply we won’t just have one problem, but many problems.
• Defining the problem too closely can bring competing factions out fighting.
• We have the resource for fixing this problem, so let’s set about fixing it.
• Some things are better left unknown/unsaid.

Activity 3

Divide into groups of five that mix representatives from key stakeholders, and ask each group to identify one problem they would each like to investigate. The groups then vote on one priority problem together for investigation for the rest of the activity.

Breaking into groups again, each group takes one of the questions from the Problem Definition Tool and fully answers it in relation to the chosen problem. If there are fewer than five groups (one for each question), double up to answer two of the questions etc. The groups could capture their thoughts on a large piece of paper.

The groups then report back in a plenary session, pinning their paper up and taking turns to talk everyone through their answers to the questions in the order that they should be asked.

Activity 4

Ask each group to identify one lesson learned and one benefit from using the Problem Definition Tool. The groups then reveal these in a plenary session. Ask the groups to reflect on these lessons and benefits from the perspective of the stakeholders, and to think about the unity it may bring to different stake-holder groups for resolving the problem.