Simprago Logo
Simple & Pragmatic Problem Solving
#23Chapter 3: Problem Identification Techniques• Problem Identificationlogical Thinkingindividual and group Mode15-30 min(fast)

What Do You Know?

From the book "Advanced Problem-Solving Toolbox: 115 Creative Plays" | Compiled & Edited by: Mojtaba Goudarzi, Open translation: Mehrshid Goudarzi
Executive Synopsis & Core Logic:

Carefully cataloging all knowledge, objective evidence, and assumptions about a problem and evaluating their validity.

Operational Parameters & Specifications

Category
Problem Identification
Dominant Thinking
logical
Participation
individual and group
Estimated Timefast
15-30 min
Fast
Input Format
available information and knowledge
Output Format
Idea Generation
Key Application
Clearing up the initial darkness of problem facing and preventing costly decisions based on rumors and guesswork.
Core Differentiator:

Accurate separation of evidence-proven facts from unconfirmed team guesswork and speculation.

Quick Field Example:

Dissecting negative feedback to a new restaurant menu by listing real data against the chef's subjective doubts.

Operational Benefits & Implementation Risks

Advantages & Value Creation:

Fast, transparent, relying on real evidence, preventing hasty actions based on false assumptions.

Risks & Potential Trade-offs:

The possibility of creating bias if one records weak evidence as certain facts.

Real-World Organizational & Industry Scenarios

Customer service and restaurant service: investigating the causes of service dissatisfaction by matching actual statistics against personnel guesses.
Project management: auditing actual work progress data against contractor claims.
Marketing Strategy: Investigate customer churn rate data based on server logs instead of sales department guesswork.

Strategic Rationale & Why to Apply

1Clarifying the facts: Systematically gathering all available evidence about a problem at a glance.
2Organizing chaotic thoughts: Unloading mental load and organizing scattered data in the team's mind.
3Basing Evidence-Based Decision Making: Relying on Reliable Data Instead of Emotion.
4Discovering Information Gaps: Clarifying things that we have no reason to prove and need research.

Conceptual Framework & Book Method Description

"What do you know about the problem?" technique. (What Do You Know?) begins with a very simple but profound act: writing down all the objective details you know about the situation.

Then we ask ourselves: "What doubts and assumptions do I have?" And for every doubt, we check: "What concrete evidence is there to prove it and how reliable is this evidence?". This data audit removes the ambiguity and reveals the true course of action.

Step-by-Step Real-World Implementation Scenario

Scenario: Analyzing Contradictory Complaints What do you know about the new restaurant menu with technique?
1
Step 1: Record all available features and objective evidenceRecord real data: 1) Some dishes have been praised but some have been severely criticized 2) The waiting time for serving has reached 40 minutes 3) The service score is fluctuating 4) The weekly visits of loyal customers have dropped by 30%.
2
Step 2: Enumerate the team's mental doubts and speculationsRecord guesses: Maybe the chefs are not familiar with the new recipe; Maybe the waiters explain poorly; Maybe the variety of foods is too high.
3
Step 3: Assess the Strength of Evidence for Each HypothesisObservation of kitchen operations shows that the preparation of 3 specific dishes takes an unusual amount of time; So the assumption of over-complexity of the menu is fully supported by the evidence.
4
Step 4: Extracting lessons learned and the truth of the storyIt turns out that the food is not bad, but the long menu created a bottleneck in preparation and the resulting delay ruined the overall experience.
5
Step 5: Implement proven fixesRemove 4 labor-intensive and low-demand dishes from the menu, focus the kitchen on popular items, and conduct a 3-hour workshop to coordinate the hall staff.

Is this play relevant to your team or organization?

Share this structured playbook guide directly with colleagues or across your network.

Previous Play (#22)
Squeeze and Stretch
Next Play (#24)
What Patterns Exist?
Analytical Q&A & Field Discussions

Share your reflections or inquiries regarding this play or chapter with the author.

Comments are published after review
No operational dilemmas posted yet. Be the first to initiate an empirical discussion.

Submit Operational Challenge

Your inquiry is routed directly to the Simprago moderation panel for review and official response.

Submissions include anti-spam checks