Geographic Perspective on Problems

When documenting a client’s problem, one of the categories of information that the problem statement should include is information about the location of the problem. Location matters for understanding a wide variety of processes and phenomena, whether directly related to human activity or not.  A focus on “real world” relationships and dependencies among the phenomena and processes that give character to any location or place is a contrasting perspective to most other disciplines that treat them in isolation. Places are natural laboratories for the study of complex relationships among processes and phenomena. Geographic boundaries can enable independent operating instances of processes and phenomena generating potentially divergent results that may be explainable in terms of the geographic context.  Capturing this geographic perspective on problems as part of the problem statement starts to scope the geographic boundary of the Client’s problem.

Geographic Perspectives on Problems
Photo Credit: Adobe Stock

Geographers recognize that the scale of observation – the boundaries of the pace under study – also matters for understanding geographic processes and phenomena at a place.  This geographic perspective on problems inherently provides a geographic scope to the problem.Changing the spatial scale of analysis can provide important insights into geographic processes and phenomena and into understanding how processes and phenomena at different scales are related. Geographic boundaries demarcate contiguous places with common characteristics. Those characteristics might be topological, meteorological, cultural, political, resources environmental conditions or some other dimension of processes and phenomena. Identifying the scales at which particular phenomena exhibit maximum variation provides important clues about the geographic, as well as the temporal, scope of the controlling mechanisms.

Geographic approaches associate meaning with locations or places. Locations or places are commonly referenced in two dimensional spatial representations. Maps and atlases are common examples of such two-dimensional representations. Three-dimensional placement may be important in specific applications, e.g. navigation in aeronautical, submersible, or complex urban environments.  The enduring dimension of the geographic approaches is the significance of spatial scales, from the global to the highly local. The data correlated with the spatial representation may also have multiple dimensions, (often including a time dimension to illustrate changes). Geographers may be challenged to provide effective visualizations with such high dimensional data. Such visualizations can, however, be very effective in illustrating the scope and scale of a problem. Recent trends in adoption and deployment of big data have facilitated the development of various programming languages and tools and resources to facilitate such analyses. 

Geographic perspectives on problems that matter

A perspective is a framework that can be used to interpret the meanings of experiences, events, places, persons, cultures, resources and physical environments. Thinking with a geographic perspective on problems is a powerful tool that can be used to develop a more nuanced and complex understanding of the world. Where something occurs is the spatial perspective; how life forms interact with the physical environment is the ecological perspective.  This perspective is particularly helpful for problems that matter because these problems often have a significant emotional impact from individual narratives.

Problems often exhibit different behavior in different geographic contexts, or other spatial patterns. Problems that matter impact people, and their geographic distributions is far from uniform, being impacted by a number of geographic boundaries. Geographic analysis of spatial analysis can therefore provide new insight into the problem statement.  This insight can identify boundaries on problems correlated with processes and phenomena observable from a geographic perspective. 

Is your client’s problem location sensitive?

Geographic Perspectives on Problems
Photo Credit: Adobe Stock

Is your client’s problem location sensitive? They may report the location where they last experienced the problem, but probably failed to identify other locations where the same problem might occur. Your client may not recognize the impact of location on potential problem solutions. Solutions that have to span multiple geographic boundaries (whether physical or non-physical) may be more complex and expensive. Conversely, viable solutions may be cheaper and easier to develop if they only need to be applicable to clients within a reduced geographic scope.  

When developing the problem statement for your client, understanding the geographic perspective on problems can impact the scope of the desired future state as well as constraints on viable solutions. If you are developing client problem statements, you might be interested in our free Guide to Writing Problem Statements.  Everyone has Client’s problems that they need to solve, but are they solving the right problem? Are you solving your best problem? Whether you are a researcher, business professional or social entrepreneur, the solutions you develop to the problems that you face matter!  We’d like to hear your view of the most important challenges in writing problem statements for your clients. We have a brief survey on the most important challenges that should take less than 2 minutes to complete. The survey tackles less than 2 minutes and you can get started right away by going to this link. I look forward to sharing these insights and resources with you.

A course on the use of perspective to refine problem statements is now available.

  Problem Perspectives Course

 

If you need help bringing the power of perspective to your client problem statement contact me.

 

Digitization and Remote Agency: A New Era

Insights from “Blockchain Smart Contracts and the Law”

Digitization and remote agency have continued to accelerate as software eats the world. With the advent of advanced technologies, businesses are now able to operate remotely, transcending geographical boundaries and time zones.

The digitization of business processes has revolutionized the way organizations operate. It has enabled them to streamline operations, improve efficiency, and deliver better customer experiences. From cloud computing to artificial intelligence, digital technologies are reshaping the business landscape. One of the most significant developments in this digital revolution is the emergence of blockchain technology. Blockchain, with its decentralized and transparent nature, offers a secure platform for conducting business transactions. It eliminates the need for intermediaries, thereby reducing costs and increasing efficiency.

A key application of blockchain technology is smart contracts. These are self-executing contracts with the terms of the agreement directly written into code. They automatically execute transactions when predefined conditions are met, eliminating the need for manual intervention. However, as with any new technology, blockchain and smart contracts present legal challenges. Understanding these challenges and how to navigate them is crucial for businesses looking to leverage these technologies.

This is where the book “Blockchain Smart Contracts and the Law” comes in. This comprehensive guide provides an in-depth understanding of the legal aspects of blockchain and smart contracts. It offers valuable insights into how businesses can mitigate risks and ensure compliance while reaping the benefits of these technologies. As we move further into the digital age, the role of remote agency will continue to evolve. Businesses that adapt to these changes and leverage new technologies will be the ones that thrive.

In conclusion, the digitization of business processes and the advent of technologies like blockchain and smart contracts are transforming the concept of remote agency. To navigate this new landscape, it is essential to understand the legal implications of these technologies.Equip yourself with the knowledge to navigate this new era. Get your copy of “Blockchain Smart Contracts and the Law” today and stay ahead of the curve.

The Power of Perspective …

for creativity and innovation

Do you want to boost your creativity and innovation skills?  … solve problems more effectively and collaboratively? … learn how to see the world from different perspectives and discover new possibilities? If you answered yes to any of these questions, then you might be interested in taking a course on the Power of Perspective. This course will teach you how to use perspective-taking, a cognitive skill that allows you to imagine the world from another’s vantage point, to enhance your creativity and innovation.

Perspective-taking is not only a social skill, but also a cognitive skill. It enables you to broaden your horizons, challenge your assumptions, and discover new possibilities. Perspective-taking can also help you to overcome biases, stereotypes, and prejudices that may limit your creativity and innovation, and help you think outside the box .

Photo credit Adobe Stock

Power of Perspective enabling creativity and Innovation.

In this course, you will learn how perspective-taking can benefit you at each stage of the innovation process:

  • Define your problem or challenge. You will learn how to identify the needs and preferences of your customers, users, and beneficiaries by taking their perspectives. You will also learn how to frame your problem or challenge in a way that invites multiple perspectives and solutions.
  • Generate ideas from different perspectives. You will learn how to use your imagination and curiosity to come up with new and original ideas that address the problem or challenge from different angles – e.g. temporal, geographic or other perspectives.. You will also learn how to use brainstorming techniques that leverage perspective-taking. There are many tools such as SCAMPER (Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse) or TRIZ (Theory of Inventive Problem Solving) that can assist in expanding your power of perspective.
  • Evaluate and refine your ideas. You will learn how to compare and contrast your ideas with the existing solutions and the stakeholders’ needs and preferences by taking their perspectives. You will also learn how to improve your ideas based on feedback from others.
  • Communicate and implement your ideas. You will learn how to choose the best idea or combination of ideas that meet your criteria for creativity and innovation. You will also learn how to explain how your idea solves the problem or challenge from different perspectives. You will also learn how to demonstrate how your idea adds value and impact.

By taking this course, you will not only improve your creativity and innovation skills, but also your collaboration, communication, and leadership skills. You will be able to work with diverse teams and leverage their skills, knowledge, and insights. You will also be able to inspire others and make a difference by taking their perspectives.

If you are interested in taking this Power of Perspective course, please visit our website for more information and registration details. Don’t miss this opportunity to unlock the power of perspective for yourself and your organization.

The Power of Perspective for Entrepreneurs and Innovators

Perspectives are the lenses through which we see the world. They shape how we interpret information, solve problems, and make decisions. Perspectives can be distinguished by three factors: (i) the data they observe, (ii) the methods of processing that data, and (iii) the values attributed to the outcomes of that data processing. The Power of Perspective is that taking diverse perspectives exposes assumptions and inconsistencies, enabling better problem-solving. This is especially important for entrepreneurs and innovators who face complex and uncertain challenges in creating new products, services, business models, or strategies. In this blog post, we will explore why and how entrepreneurs and innovators can leverage the power of perspective to achieve success and solve the correct problem.

Photo Credit: Adobe StockThe Power of Perspective

The Power of Perspective for Entrepreneurs and Innovators

Why Perspective Matters for Entrepreneurs and Innovators

Entrepreneurs and innovators are constantly looking for new ways to create value for their customers, stakeholders, and society. The entrepreneurial perspective needs to identify unmet needs, generate novel ideas, test assumptions, iterate solutions, and scale impact. To do this effectively, they need to adopt multiple perspectives that can help them:

  • Understand their customers’ needs, preferences, pain points, and motivations from different angles – ie their perspective.
  • Explore alternative solutions that may not be obvious or conventional from the entrepreneur’s own perspective.
  • Evaluate the feasibility, desirability, and viability of their ideas from different criteria and perspectives.
  • Collaborate with teams having diverse perspectives that can bring different skills, experiences, insights, and opinions to the table.
  • Communicate their value proposition to different audiences that may have different expectations, interests, and concerns. Effective communication requires understanding the audience’s perspective

How to Cultivate Perspective for Entrepreneurs and Innovators

Entrepreneurs and innovators can cultivate perspectives by embracing four key mindsets:

  • Leading with passion: Passion is the fuel that drives entrepreneurs and innovators to pursue their vision and overcome obstacles. Passion also helps them connect with their customers’ emotions and empathize with their needs, which requires understanding their customer’s perspectives.
  • Thinking globally: Global thinking is the ability to see beyond one’s own context and consider the broader implications and opportunities of one’s actions. Global thinking also helps entrepreneurs and innovators tap into diverse markets, cultures, trends, and resources. Global thinking requires embracing diverse geographical perspectives.
  • Embracing social responsibility: Social responsibility is the commitment to create a positive social impact through one’s products, services, business models, or strategies. Social responsibility also helps entrepreneurs and innovators align their values with their customers’ values and build trust and loyalty.
  • Banking on connectivity: Connectivity is the use of technology to access information, communicate ideas, collaborate with others, and scale impact. Connectivity also helps entrepreneurs and innovators leverage data-driven insights, feedback loops, network effects, and platforms.

Entrepreneurs and innovators can also utilize perspective-taking skills when applying some practical tools and techniques:

These widely used practical tools and techniques for entrepreneurs and innovators all rely on underlying skills to utilize the Power of Perspective.

  • Design thinking: Design thinking is a human-centered approach to innovation that involves empathizing with users, defining problems, ideating solutions, prototyping concepts, and testing assumptions.
  • Divergent thinking: Divergent thinking is the ability to generate many different ideas or solutions for a given problem or challenge e.g. by brainstorming techniques.
  • Convergent thinking: Convergent thinking is the ability to evaluate and select the best idea or solution for a given problem or challenge e.g. using decision-making tools such as SWOT Analysis (Strengths,
    Weaknesses, Opportunities, Threats), PEST Analysis (Political, Economic, Social, Technological), or Cost-Benefit Analysis (comparing the pros
    and cons of different options).
  • Perspective-taking: Perspective-taking is the ability to adopt another person’s point of view and understand their thoughts and feelings. Perspective-taking can be practiced by using empathy maps, role-playing, or storytelling ( from another person’s perspective).

Conclusion

Perspective is a powerful tool for entrepreneurs and innovators who want to create value for their customers and society. By taking diverse perspectives and exposing assumptions and inconsistencies they can improve their problem-solving skills and generate more innovative solutions. To cultivate perspective they need to develop four key mindsets: leading with passion, thinking globally, embracing social responsibility, and banking on connectivity. They also need to apply some practical tools and techniques such as design thinking divergent thinking convergent thinking and perspective-taking.

If you want to learn more about the power of perspective for entrepreneurs and innovators you can enroll in our online course that will teach you how to apply perspective in your own projects and ventures. To register for the Power of Perspective course please visit our website.

 

The Power of Perspective for Coaches and Consultants

Perspectives are the lenses through which we see the world. They shape how we interpret information, solve problems, and make decisions. Perspectives can be distinguished by three factors: (i) the data they observe, (ii) the methods of processing that data, and (iii) the values attributed to the outcomes of that data processing. The Power of Perspective lies in taking diverse perspectives to expose assumptions and inconsistencies, enabling better problem-solving. This is especially important for coaches and consultants who help their clients achieve their goals, overcome challenges, and improve their performance. In this blog post, we will explore why and how coaches and consultants can leverage the Power of Perspective to enhance their effectiveness.

Image credit: Adobe Stock Power of Perspective

The power of perspective for coaches and consultants

Why Perspective Matters for Coaches and Consultants

Coaches and consultants are professionals who provide guidance, support, and expertise to their clients. They need to understand their clients’ needs, goals, challenges, and contexts. They also need to generate insights, recommendations, and solutions that are relevant, feasible, and impactful.

To do this effectively, they need adopt multiple perspectives that can help them:

  • Build rapport and trust with their clients by showing empathy, curiosity, and respect by understanding the client’s perspective.
  • Ask powerful questions that elicit deeper thinking, reflection, and learning from their clients by understanding the client’s perspective.
  • Provide constructive feedback that is specific, actionable, and supportive by understanding the client’s perspective.
  • Challenge assumptions and biases that may limit their clients’ potential or performance by understanding the client’s perspective.
  • Explore alternative options and scenarios that may expand their clients’ possibilities or opportunities by understanding the client’s perspective.
  • Facilitate change and transformation by helping their clients overcome resistance, embrace uncertainty, and take action by understanding the client’s perspective.

How to Cultivate the Power of Perspective for Coaches and Consultants

Coaches and consultants can take a course on the Power of Perspective  and cultivate perspective skills by developing key mindsets:

  • Leading with passion: Passion is the fuel that drives coaches and consultants to pursue their vision and mission. Passion also helps them connect with their clients’ emotions and motivations by understanding the client’s perspective.
  • Thinking globally: Global thinking is the ability to see beyond one’s own context and consider the broader implications and opportunities of one’s actions. Global thinking also helps coaches and consultants tap into diverse markets, cultures, trends, and resources by understanding geographic perspectives.
  • Embracing social responsibility: Social responsibility is the commitment to create positive social impact through one’s products, services, business models, or strategies. Social responsibility also helps coaches and consultants align their values with their clients’ values and build trust and loyalty by understanding diverse perspectives on trending social issues to create impact on problems that matter.
  • Banking on connectivity: Connectivity is the use of technology to access information, communicate ideas, collaborate with others, and scale impact. Connectivity also helps coaches and consultants leverage data-driven insights, feedback loops, network effects, and platforms. beyond reach, connectivity requires some understanding of the audience’s perspective for effictive communicatiuon.

Coaches and consultants  also utilize perspective skills when applying some practical tools and techniques:

  • Peer coaching: Peer coaching is a process of mutual learning and support among coaches and consultants who share similar goals and challenges. Peer coaching can help coaches and consultants enhance their skills and knowledge exchange feedback and best practices and expand their network and opportunities, but requires understanding a peer’s perspective for effective communication.
  • Pair working: Pair working is a process of collaborating and co-creating with another coach or consultant on a specific project or task. Pair working can help coaches and consultants benefit from more than one perspective – e.g. different coaching styles, wider knowledge and experience,  coaching collaboration & communication style.
  • Design thinking: Design thinking is a human-centered approach to innovation that involves empathizing with users defining problems ideating solutions prototyping concepts and testing assumptions.
  • Divergent thinking: Divergent thinking is the ability to generate many different ideas or solutions for a given problem or challenge e.g. brainstorming.
  • Convergent thinking: Convergent thinking is the ability to evaluate and select the best idea or solution for a given problem or challenge. Convergent thinking can be facilitated by decision-making tools such as SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats), PEST Analysis (Political, Economic, Social, Technological), or Cost-Benefit Analysis.
  • Perspective-taking: Perspective-taking is the ability to adopt another person’s point of view and understand their thoughts and feelings. Perspective-taking can utilize tools such as  empathy maps, role-playing, or storytelling .

Conclusion

Perspective is a powerful tool for coaches and consultants who want to help their clients achieve their goals overcome challenges and improve their performance. By taking diverse perspectives and exposing assumptions and inconsistencies they can enhance their effectiveness and generate more value for their clients. To cultivate perspective they need to develop four key mindsets: leading with passion thinking globally embracing social responsibility and banking on connectivity. They also need to apply some practical tools and techniques such as peer coaching pair working design thinking divergent thinking convergent thinking and perspective-taking.

If you want to learn more about the power of perspective for coaches and consultants you can enroll in our online course that will teach you how to apply perspective in your own projects and ventures. To register for the Power of Perspective course please visit our website

Problem Perspectives Course

problem solving

Problem Perspectives: Solve your best problem!

Problems are the discrepancy between the current state and some desired future state (your objective). Learn how to use the power of perspective to solve your best problem!

$49.99

5/5
Collage of different international people eyes, panorama, ophthalmology concept
Play Video

Introduction

  • Change can be a difficult thing to envisage and to manage.
  • Getting it “wrong” can involve significant wasted time and resources as well as potential liabilities from solving the wrong problem
  • Getting is “right” can make a world of difference in problems that matter
  • Getting it “right” is not a matter of finding a better solution technique – its about finding the right problem to solve
  • Identifying the right problem to solve is not a matter of waiting for a stroke of inspiration – it can be approached systematically by refining the statement of the problem.
  • If you think about your problem from the right perspective, you can change yourself, your organization, or the world around you.
  • Be the changemaker that you want to be, by solving the right problem
  • Creative solutions are often described as “Out of the box” thinking
  • 9 Dot puzzle example has a solution that literally draws lines outside the original nine dots – this requires a perspective that the space outside the 9 dots is available for use.
  • Changing perspectives can be approached systematically to examine diverse aspects of the problem space
  • Refining the problem statement from diverse perspectives lets you identify a better problem to solve.
  • Introduction
  • What’s the Problem Statement?
  • Perspective Positioning
  • Geographic perspectives
  • Temporal perspectives
  • Professional Perspectives
  • Choose your best problem!

Promotional vIdEo

Who this course is for:

  • Technology researchers, business professionals, social entrepreneurs, product developers, all need to ensure that they are working on solving problems that matter.
  • The power of perspective in this this course is particularly relevant for those challenged by wicked problems.
  • By developing and refining the problem statement, you will find a better problem to solve.

About Course

What you'll learn

Problems have been described as the discrepancy between the current state and some desired future state (your objective). Your desired outcomes may be an internal change (e.g., in creating new habits) or an external change in the world around you.

Collage of different international people eyes, panorama, ophthalmology concept
Play Video

$49.99

This course includes:

Steven Wright

CEO, Macadamia Solutions LLC.

Instructor

Hi, I'm Steven Wright MBA, Ph.D., JD, - engineer, lawyer, professor, entrepreneur - a passionate and committed team player with a strong focus on mentoring, teaching and research and development and successful international experience at negotiating technology agreements that enable new ecosystems in the information technology industry with companies such as Alcatel, Fujitsu, and AT&T. My technology development efforts have produced in excess of 50 US patents. I have worked professionally in four countries and delivered lectures, invited keynotes, as well as executive and panel presentations in others.

-- Instructor Rating

-- Reviews

-- Students

1 Course

get In touch

Temporal Perspective on the Problem

When documenting a client’s problem, one of the categories of information that the problem statement should include is information about the when the problem occurred. Humans are creatures of “time,” and for many of us it is a fundamental factor in the way we perceive the world, but notions of time vary.  Temporal perspectives are an essential characteristic of culture, and cultural norm often follow from it. Around the world, different people live their daily lives at different tempos, and observe a different pace of life. This may be reflected in the speed at which they walk, the speed of decision-making processes, or how accurately they keep their clocks. The Hopi tribe of Arizona, USA, for example, have a language that lacks verb tenses, and their language avoids all linear constructions in time. The notion of cyclical time is common to religions like Buddhism and Hinduism; and there is considerable controversy among religious scholars as to precisely how “time” is employed in the divine scheme of things. Such cultural temporal perspectives can obviously impact perceptions of problems that we face. A temporal perspective on the problem can bring additional insight and clarity to the client’s problem statement

Temporal perspectives on Problems
Photo Credit: Adobe Stock

Time is an essential dimension of the world around us. Temporal concepts are fundamental constructs and assumptions of human cognition. Temporal constructs include not just both clock time and psychological time, but also time-sensitive processes; time frame, time courses, and time lags; and the details of the temporal context as a whole. This may be evidenced by temporal language production and comprehension, temporal judgment and temporal reasoning. The concepts of past, present, and future are important mental constructs for structuring experiences. This allows us to organize our perceptual experiences and navigate, mentally, through time. This structuring of experience enables us to bound the temporal scope of decision making and perceived problems 

As creatures of time, humans also change their temporal perspectives. Children develop temporal concepts through life experience and typically view temporal concepts with short time horizons. Adults have a dynamic and flexible temporal perspective – we live in the ever-changing present, and our perception of past, present, and future keeps changing.  Mature Adults (e.g., grandparents) may develop temporal perspectives that cover longer time horizons (e.g., generational).  Time goes so fast that, often, we don’t even notice it. Only when we take a moment of rest, can we see the imprint it leaves on the things around us. Time is a limited resource and people experience strain as they attempt to manage their life, including time pressure, time-based work-family conflict, and time urgency. The attitudes we have towards time can be a significant factor in our perspectives on the problems faced, our decision making, and our performance in resolving those problems. 

It seems that change and time are inseparable: changes take time; are located and ordered in time; and they are separated by time. Even though change clearly takes time (as all changes occur at a finite rate), time does not seem to make change. Most environmental parameters change with time (e.g., temperature, light etc.). With sufficiently large timescales (e.g. geological time) even the ground on which we stand may change due to the effects of time. So too the problems we face can seem quite different when viewed from temporal perspectives with different timescales

Time Perceptions vs Temporal Perspectives

Time perception is a field within psychology cognitive linguistics and neuroscience that refers to the subjective experience, or sense, of time, as measured by someone’s own perception. In addition, different types of sensory information details (auditory, tactile, visual, etc.) are processed at different speeds by the complex systems of our neural mechanisms. Our brains learn to overcome these speed disparities to create a temporally unified representation of the external world. To get events correct timewise, our sensory systems must wait (about a tenth of a second) for the slowest information to arrive. This has the disadvantage of pushing our perceptions slightly into the past; but enables us to assemble perceptually coherent patterns and trends. Many of the problems we face occur at slow timescales relative to our perception, allowing us to develop analyses of the problem; before interacting with it. Some problems occur at on timescales comparable to our perception where the time to analyze the problem is not available, and our response may be simply autonomic reactions without conscious thought. Phenomena from our problems can also occur at timescales much faster than our perceptual threshold. At these timescales we can only directly perceive samples which may be difficult for our sensory systems to interpret, though electronic sensors and other mechanisms may enable indirect observations.   

We are all time travelers in the sense that we all draw on past memories, experience the present and look forward to the future unfolding. Our conceptions of time are fundamental to our reasoning about the sequence of events and consequential decision making.  The temporal aspects include temporal dimensions of events, time granularities, temporal context, temporal patterns, event order, and retrospective and proactive operations. Our assumptions and expectations (e.g. on norms of behavior) often condition our responses.  Sequencing events is fundamental to identifying trends, correlation, causation and the controllable parameters we use to manipulate our environment, and the problems we experience within it.

A temporal perspective refers to a specific point of view or attitude that an actor holds about time. Temporal perspectives involve attitudes, thoughts, and affective tone regarding our personal past, present, and future. Marketing professionals look at temporal perspectives as situational characteristics that deal with the effect of time on consumer behavior. A temporal perspective on the problem includes the actors temporal perspectives as well as the temporal aspects of the problem context.

Conflicts can occur between different with different temporal perspectives – (e.g.,  in a financial investment context, investors with current or future temporal perspectives might be conflicted by disclosure policies – disclosure of a possible risk harms a firm’s current investors, but failure to disclose the risk harms the firm’s future investors). Time perspectives (Zimbardo & Boyd, 1999) involve a tendency to focus on a particular segment of time: past, present, or future.  Your attitudes to your past or future may evaluate positively or negatively.  Your attitude to the present may also be impacted by temporal concepts resulting in perspectives including: “fatalism” (no control), “hedonism” (no consequences) and “carpe diem” (seize the day).  For individuals, balance and positivity comes from making positive use of the past, finding healthy ways to relish the present, and routinely making plans for an improved future; finding a temporal perspective which realizes essential psychological needs and deeply held values. Selecting different temporal perspectives may enable new decision-making opportunities in dealing with the problems of life as we experience it. 

Is your client’s problem sensitive to a temporal perspective on the problem?

Temporal Perspective on Problems
Photo Credit: Adobe Stock

Is your client’s problem sensitive to a temporal perspective on the problem? They may not be aware of or report such temporal sensitivities. Your client may not recognize the impact of the their temporal attitudes and context in their problem statement or on potential problem solutions. Viable solutions may be cheaper and easier to develop if they only need to be applicable to clients within a reduced scope that can be developed through reframing the temporal perspective on the problem via the problem statement.

When developing the problem statement for your client, understanding the geographic perspective can impact the scope of the desired future state as well as constraints on viable solutions. Our free Guide to Writing Problem Statements can help you get your client program statement right.  

Everyone has Client’s problems that they need to solve, but are they solving the right problem? Are you solving your best problem? Whether you are a researcher, business professional or social entrepreneur, the solutions you develop to the problems that you face matter!  We’d like to hear your view of the most important challenges in writing problem statements for your clients. We have a brief survey on the most important challenges that should take less than 2 minutes to complete. The survey takes less than 2 minutes and you can get started right away by going to this link. I look forward to sharing these insights and resources with you.

A course on the use of perspective to refine problem statements is now available.

  Problem Perspectives Course

If you need help bringing the power of perspective to your client problem statement contact me.

 

Problems that Matter

Dictionary definitions of problems distinguish between exercises in mathematical operations (e.g., construction of geometric proofs) and questions involving some doubt, difficulty or uncertainty that may be proposed for solution or discussion. Mathematical operations may be used in developing a solution. Problems that matter to people are more often ideas conceptualized in non-mathematical terms. Problems are essentially unmet human needs. These problems can be also viewed as an opportunity for innovation. There is a diversity of problems in the world around us- from chronic diseases, energy, fiscal policy to more mundane decision-making aspects of modern life. Many of the most challenging problems lack singular “silver-bullet” solutions.

Photo Credit: Adobe Stock

Human nature drives us to focus on and solve problems that matter.  These are the problems or challenges that relate to real human needs. Many are familiar with Maslow’s hierarchy of human needs.  Manfred Max-Neef also proposed a taxonomy of needs: subsistence, protection, affection, understanding, participation, leisure, creation, identity, and freedom. While we may be focused on our own immediate needs, all humans have multiple needs, and there are billions of humans on our planet with multiple needs, and all these other peoples’ problems matter.

Innovation for problems that matter

 Thomas Edison once explained his approach to innovation succinctly: “I find out what the world needs. Then, I go ahead and invent it.” The most successful businesses tend to be born out of that sweet spot where what the world needs intersects with what you are deeply passionate about. We all want to solve problems that matter. We feel connected to the decisions we make; and the impact they have on people. When we are working on these sorts of important problems that we all care about, it becomes an emotional process. 

Solving problems that matter has an impact on those people whose needs are now met through this innovation. The innovation of a solution to a problem may impact one person, or provide an aggregate solution affecting many people. Impact happens in a variety of ways – through the entrepreneurial ventures; through research publications; and, most importantly, through the actors (in the problem) who’s behavior and lives change. The metrics used to measure the scale of the impact will vary with the goals of the specific innovation – e.g. Physical event statistics (temperature, time between events, number of successful outcomes), monetary value, reported satisfaction, etc.

There are a multiplicity of approaches to innovating problems into solutions. Some methods involve direct action (e.g., where control variables are accessible), while others take an indirect approach by influencing external stakeholders.  Some approaches provide temporary solutions (e.g. maintain the status quo in the face of disruptive events); or lead to incremental improvements while others are truly disruptive and transformative. The world is full of a bewildering number of organizations that may be relevant to your problem: government agencies, nonprofits, large corporations, etc. These organizations offer different kinds of resources and pursue different opportunities and platforms to effect change. They comply with different legal, operational, and tax regimes across different countries. Regardless of the solution approach, an effective problem statement is required.

Innovations can be developed at different levels of organizational, or technological abstraction. You can work on a organizational challenge through the United Nations, the national government, a non-profit or for-profit corporation or one-on-one. Innovations on technology challenges can be focused in different ways. For example, focused on a specific deployment, a particular type of solution architecture, or more generic technology independent frameworks. Technology innovations (e.g., Artificial intelligence) can enable the opportunity for other innovations through automating certain tasks. But these need to be applied to the context of the problem that matters. Innovations at higher levels of abstraction can have a much larger impact; but are harder to assess, iterate, and implement. Working directly with people can give you immediate feedback and a firsthand view of the human impact; but are often constrained to a smaller population.

Innovators, Innovation and transformation

Innovators have diverse motivations and incentives for engaging with particular problems. There are more reasons than there are people. For some, it is just a job; for others, maybe, it is a more lucrative job. Some love the challenge, some want to give back, while others are looking to “save” or “empower” other people. Some may engage to satisfy their ego, to earn bragging rights, or to discover the thrill and adventure of problem solving in an exotic locale. 

Innovating solutions to problems that matter is not a “save-the-world mission”; but rather a rigorous, multidisciplinary, integrative discipline that requires collaboration to deliver impact.  Innovator in interdisciplinary teams may share a common interest in harnessing the power of science, technology, engineering, mathematics, and design to find practical and sustainable ways to improve the human condition. The may value rigorous data-driven and evidence-based approaches to create and deliver new products and services that transform ways of thinking and doing. But science, technology, mathematics and design don’t help if applied to solve the wrong problem, or people don’t adopt it. The answers for problems that matter often require attitude adjustments from various stakeholders. 

Industry transformation is not about solving problems for the clients that matter, but about working with clients that focus on the problems that matter.  Investors celebrate disruptive technologies for the profit they promise or fear them for the losses they could generate. What is revenue like, what are the margin structures, are there network effects, what is defensibility, how are engagement and retention numbers trending? These are all important ways to evaluate how large and valuable a business can be. However, it is particularly satisfying when a company marries strong performance with a mission to solve some of the largest problems our society faces. The age of judging companies only on their longevity is now past. Great companies solve problem that matter – new workplaces, new food sources, new medicines, etc. What problems matter to you and your clients?

Reframing the problems that matter

If you’re going to go through the hell of building an organization (whether for-profit or not), you might as well come out the other side having built something to solve a problem that matters.  A big problem can be solved by solving little problems; but keep the end goal in mind. The happiest and most successful people don’t just love what they do. They are obsessed with solving an important problem, a problem that matters to them. It’s actually a lot easier to work intensely on solving a problem you are really passionate about. Take the time to identify which of the problems in the world you are passionate about solving.  Life is just too short to build things that don’t make the world better. 

Photo Credit: Adobe Stock

Is your client’s problem sensitive to the way it is framed? They may not be aware of or report such sensitivities. Your client may not recognize the impact of framing their problem statement on potential problem solutions. Conversely, viable solutions may be cheaper and easier to develop if they only need to be applicable to clients within a reduced scope that can be developed through reframing the problem statement.

When developing the problem statement for your client, understanding the geographic perspective can impact the scope of the desired future state as well as constraints on viable solutions. Our free Guide to Writing Problem Statements can help you get your client program statement right.  

Everyone has Client’s problems that they need to solve, but are they solving the right problem? Are you solving your best problem? Whether you are a researcher, business professional or social entrepreneur, the solutions you develop to the problems that you face matter!  We’d like to hear your view of the most important challenges in writing problem statements for your clients. We have a brief survey on the most important challenges that should take less than 2 minutes to complete. The survey takes less than 2 minutes and you can get started right away by going to this link. I look forward to sharing these insights and resources with you.

A course on the use of perspective to refine problem statements is now available.

  Problem Perspectives Course

 

If you need help bringing the power of perspective to your client problem statement contact me.

 

The Problem Statement Problem

Problems have been described at the discrepancy between the current state and some desired future state. A problem-cause-solution pattern is common as a critical thinking approach providing argumentation supporting proposed solutions. This approach is particularly attractive if existing predictive models based on the causal actions are available. Based on new inputs to the model, existing predictive models provide a mathematical basis for calculating (predicted) new results within the limitations of the model. As a mathematical technique, predictive models have been successfully applied in a variety field from scientific endeavors to commercial activities like algorithmic stock trading, predicting accident risk for auto insurance, and healthcare outcomes.   

Photo Credit: Adobe Stock

When considering potential bias in problem solving, the predictive model is often a starting place. A good model is both as accurate as possible, and as simple as possible making it easy to understand and apply – and also easy to misapply if its limitations are not understood. Most models reduce the amount of control data because this simplifies the model enabling easier model development, validation and usage. Models are typically validated over a limited range of control variable values, but reality may not be constrained to that range.  Complex systems in the real world are often affected by multiple control variables, and those may interact in interesting non-linear ways. The phenomenon being modelling is typically assumed to have a stable pattern of behavior, but this assumption is not always true. Humans, animals and artificial intelligence software can all exhibit learning behaviors that evolve over time. Predictive models of systems with learning behaviors developed at one point in time, may not be valid after new behaviors are learned. While model developers strive for prediction accuracy, most models are approximations. The degree of precision of an approximation may limit the predictive power of a model.      

The tools we use alter our perception of the problems we solve – various paraphrased along the line of if one has a hammer, one tends to look for nails (quote investigator 2014). Even professionals with specialist expertise in particular fields tend to look problems from the perspective of their profession. Indeed, they may risk liability issues if they deviate from professional norms. The approach of identifying a cause may be seen as argumentative or evaluative, e.g., when there are multiple causes or explanations leading to a problem. The model development approach looks for variables that can be isolated and controlled, but these may not be the only causes of problems.  In a legal (liability) context, there is a notion of a proximate cause being a cause that produces particular, foreseeable consequences. This typically requires the court to determine that the injury would have occurred, “but for” the negligent act or omission (the proximate cause). The widespread adoption of big data collection and artificial intelligence techniques (e.g., machine learning) has increased attention on the need to move beyond statistical correlation to prove causality. Recent progress in development of causality proofs (e.g. causality notations – (Pearl & Mackenzie 2018) has enabled significant improvements in development of predictive models. While the problem-cause-solution pattern is common, there are situations where action (or a solution) is required without establishment of a cause. The continuing operation of the system may not afford time for causal determination, or the costs on inaction may be too great. In this action bias context, the objective may be to make “reasonable” actions (e.g. to avoid known bad outcomes) rather than attempt to resolve the problem.

A desired future state may be described in objective terms; a desired state, however, must be desired by some real human (ie. it is subjective) as non- humans do not have desires.  Broad consensus on some desired future state may provide some aura of objectivity. “Wicked problems” lie in the area where broad consensus of desired future state does not exist.  If there is no consensus on the desired future state, then that lack of consensus likely applies not just to proposed solutions, or causality model selections, but also to the problem statement.

Photo Credit: Adobe Stock

Problem statements delimit the scope of the problem to avoid extraneous matters and focus on the information relevant to the problem. The problem statement provides a context and forms a perspective on the problem. Perspectives include not just data observations, but also some meaning associated with those observations, focusing attention on the most relevant/ important observations.  Framing the problem from different perspectives may result in different solutions, e.g., different problem statement will likely have different causal explanations proposed, leading to different solution proposals.There is often a rush to solving a problem rather than clarifying the problem statement first. A problem statement should provide clarity around the four W’s of the problem:

  • Who – Who does the problem affect? Do they recognize it as a problem? Has anyone else validated that the problem is real? Who realizes the value if the problem is solved? Who else might have a useful perspective on the problem?
  • What – What is the nature of the problem? What attempts have been made to resolve the problem?
  • When – When does the problem happen? What are the antecedent and contemporary event? What is the Temporal Perspective?
  • Where – Where does this problem arise? Is there observational data of the problem context correlated with its occurrence? What is the Geographic Perspective on the problem?
Photo Credit: Adobe Stock

When it comes to your problem – what type of problem solver are you? Ad hoc or intuitive problem solvers risk spending their effort solving the wrong problem and not achieving the impact they might hope for.  A systematic approach to capturing the problem statement and then reframing it from multiple perspectives may take more time initially to develop the problem statement, but avoids the risk of solving the wrong problem. Why is the problem worth solving? Why are you trying to solve it? Once you have your client’s problem statement, you can then refine it to focus on the problems that matter for greater impact.

When developing the problem statement for your client, understanding diverse perspectives can impact the scope of the desired future state as well as constraints on viable solutions. If you are developing client problem statements, you might be interested in our free Guide to Writing Problem Statements

A course on the use of perspective to refine problem statements is now available.

  Problem Perspectives Course

If you need help with your problem statement contact me.

References

(quote investigator 2014) https://quoteinvestigator.com/2014/05/08/hammer-nail/

( Pearl & Mackenzie 2018) Pearl, J., & Mackenzie, D. (2018). The book of why: the new science of cause and effect. Basic Books.

 

Go to Market Strategy

You have a product and need to find a way to get it in front of the right people. Basically, a Go-To-Market (GTM) strategy is a comprehensive action plan that details how. A GTM strategy is a business tool and a critical component of the organization’s business plans. More specifically, a GTM strategy is the plan of an organization, to deliver their unique value proposition to customers. Managers, product marketing specialists, and other decision-makers use the GTM strategy to coordinate their efforts and ensure a smooth launch of a new product, entry into an unfamiliar market, or the re-launch of a former brand/company. A regular marketing strategy is intended to be a long term set of rules, principles, and goals set in place to guide all of your messaging through the 5Ps of the marketing mix: Product/Price/Promotion/Place/People. A GTM strategy is a (relatively) short term, step-by-step map that focuses on launching one specific product. While each product has a different strategy, the end-goal is the same – to achieve a competitive advantage by optimizing the choices inherent in delivering the value proposition to. If your product is Point A and your customer is Point B, then a GTM strategy can be described as everything that happens along the path between the two. There may be lots of different paths, but a good GTM strategy is the plan for targeting the right pain point with the right sales and marketing processes, so you can grow your business at the optimum pace.

The components of a GTM strategy include figuring out marketing segmentation and messaging, a sales method, your ideal customer base, attractive pricing, and the unique problem your product solves or improves. This may involve engaging with a new market, or, may simply be presenting a new idea to your existing client base. The pricing strategy and the distribution plan aspects will certainly impact the results, but it is easy to bias these with company constraints if you start there. Today, however, businesses need to start with the customer before building pricing and distribution strategies. Your Target Market should provide a clear definition of your target audience. This definition involves the demographic, psychographic, geographical, and other variables that can help you narrow down your focus. While statistical data can provide some perspectives here, you’ll also need to create buyer personas to pin-point the ideal profiles that you want to target. Not all segments of the total market will be equally attractive. Market can be segmented in a variety of ways; but comparing the segments in terms of the business value vs implementation complexity can help focus on particular segment (e.g. between easy wins from those segments with high business value and low implementation complexity). All markets have their unique aspects, but broad categories such as Business to Business (B2B), Business to Consumer (B2C) or platforms supporting Consumer to Consumer (C2C) transactions can be helpful because target markets in these categories tend to have similar scale and regulatory issues. For example, B2B transactions are different to consumer transactions with an average of seven people involved in every business buying decision e.g.:

  • The initiator (who identifies your product/service as relevant)
  • The End User
  • The Buyer (funding the purchase)
  • The Decision maker (approving the purchase)
  • The final approver (depending on the organizations schedule of authorizations)
  • The Influencer (convincing decision makers of the purchase need)
  • The gatekeeper (who can kill the purchase decision for other reasons e.g. compliance with corporate security policies)   

The Value Proposition and Product Messaging (the problems it solves, etc.) are two other key components of your GTM strategy. These help you position your brand and provide clarity to your potential customers. The value proposition can be thought of as a compelling story that helps customers understand why they need the product or service to address a particular pain point. Developing buyer personas around these pain points can help clarify the value proposition and product messaging around that pain point. In the B2B context, additional personas for the other people involved in business buying decisions can be helpful. For example, an end user pain point might be the time taken on a particular operational task. The value proposition can then be derived around the time saved and appropriate messaging developed to emphasize saving time on this task. The pain point for an influence might be considerably different (e.g. the quality of data obtained from the operation) hence requiring different value proposition and messaging.  

For those of us who are attempting to build a new business, an incorrect or suboptimal GTM strategy can cost years in going the wrong direction with product development and marketing. Having a GTM strategy helps you keep a realistic, practical perspective, and lets you identify and pay appropriate attention to the less-exciting bits that are still fundamental to your success, if it is developed with quantifiable data rather than “gut feel”. Crucially, a solid and comprehensive GTM strategy will also give you a framework for measuring your progress along the way, and help you detect and diagnose any issues that are hampering your success before they have the chance to run your venture into the ground. Identifying appropriate metrics and benchmarks can help you evaluate the performance of implementation efforts, as well as validate the GTM strategy itself. Some interesting metrics include: pipeline coverage (ratio of prospects earlier in the pipeline to forecasted sales), Sales team performance (% above vs below forecasted quota); lead conversion rates, marketing /sales budgets as % of revenue.

Commercializing technology research obviously requires a GTM strategy when planning for commercial success. Any particular GTM strategy would depend on the specific circumstances of product/service characteristics, targeted markets, company resources etc. Even with a customized GTM strategy in hand, research commercialization efforts can experience difficulty gaining attention/traction in their target markets for a variety of reasons; but failing to develop an adequate GTM strategy significantly reduces the chances of success. An often overlooked aspect of the GTM strategy for startups is the role of public relations in establishing an online presence, building a brand and messaging the key value propositions. If you would like assistance developing your GTM strategy you can contact me.