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No Problem
By Alex Lowy

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No Problem
By Alex Lowy
Published by AuthorHouse, 2007
ISBN 1425996019

© 2007 execuBooks inc.

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Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . 5
Decisions . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Problems . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Dilemmas . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Make Decisions . . . . . . . . . . . . . . . . . . . . . . 14
Solve Problems . . . . . . . . . . . . . . . . . . . . . . 16
Manage and Exploit Dilemmas . . . . . . . . . . . 18
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Related Reading . . . . . . . . . . . . . . . . . . . . . . 21

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No Problem / By Alex Lowy

Introduction
Problems differ in many ways, so why would a
single approach to solving them work every
time? The truth is, it doesn’t.

As an analogy, think about what happens at
the intake desk of a busy hospital emergency
department. The first step on arrival is an as-
sessment of need, called triage, derived from
the French word trier, meaning “to sort.” Pa-
tients aren’t treated equally or seen in order of
arrival, because their needs are so diverse. To
treat them alike would be to relegate those
with urgent and life-threatening problems to
the back of the line, waiting their tur n like
everyone else, and that just doesn’t result in
good medicine.

Triage follows rules and protocols that make
the process more orderly and dependable. And
the earlier in the screening process that an ac-
curate triage is conducted, the more likely it is
that treatment will be successful.



While the outcome may not always be as se-
vere or immediate, the same principles of sorting
and classifying apply to the problems we face in
our lives. When you remove obvious differences
in context, we’re left with two major questions
that shape and define problems: how complex
are they, and what’s the level of uncertainty?

Answering those two questions directs us to
the correct problem-solving level, saving time
and effort and, more importantly, increasing the
odds that what we do will be beneficial.

Complexity refers to the number, sensitivity
and seriousness of the interdependence in a sit-
uation. A woman’s decision to choose the 405
bus or the 407 bus in the morning affects very
little else in her world. Deciding whether to drive
or take the bus is somewhat more involved,
since it can affect whether her husband or child
can use the family car. Being late complicates
things even more, and when you throw in that
the individual no longer enjoys her job, the com-
plexity level takes a serious spike. As complexi-



ty rises, things tend to get more serious and dif-
ficult, and more sophisticated methods are often
required to resolve them.

Complexity is perhaps easier to understand
in larger systems and where consequences are
more severe. Scheduling a
As complexity factory to meet the needs
rises, things of hundreds of customers is
complex, especially when
tend to get those needs can vary on a
more serious weekly or even daily basis.
Deciding which story to
and difficult
place on the front page of a
newspaper is complex. Global warming and di-
minishing biodiversity are complex matters.

Uncertainty refers to the ability to control
and predict two important sets of factors: the
forces that determine a situation, and the out-
comes that result from our efforts. Referring to
the earlier example of getting to work, the
woman can confidently predict the bus sched-
ule, but has a harder time knowing when other



family members will need the car, and very little
ability at all to predict what would happen if
she quit her job.

The answers to the two central questions —
how complex is the problem and what’s the
level of uncertainty? — tell you a great deal
about the nature and urgency of what you’re
dealing with. As the two dimensions increase,
t h e k i n d o f p ro b l e m
At the highest you’re facing changes,
end of complexity m e a n i n g y o u n e e d a
different approach.
and uncertainty
we encounter At the low end of
each of the two dimen-
dilemmas sions are decisions —
decisions should be made. At the next level up
we encounter problems — problems need to be
solved. And at the highest end of complexity
and uncertainty we encounter dilemmas —
dilemmas should be managed and exploited.

It sounds simple, but often we mix up the lev-



els and try to solve dilemmas, manage problems
or exploit decisions. Whatever the reasons may
be for this, the effect is generally the same:
delay, frustration and ineffectiveness. With a lit-
tle instruction and practice, everyone is capable
of conducting this kind of diagnosis quickly and
accurately. It begins with understanding how the
three levels differ, and learning to apply a set of
simple questions.

Decisions
The simplest form of issue or challenge we face
is choosing among known options where time is
tight and there’s low uncertainty about the op-
tions and outcomes. Taken from the Latin de-
cidere, the word decide literally means to cut
off. Do I take route A or B? Do I work the morn-
ing shift or the evening? Will I pick the pen with
green or blue ink? We make micro decisions like
those throughout the day, usually without really
thinking about them. They don’t demand much
deliberation and quite rightly fall below the level
of conscious thought.



Decisions of this sort are easy because the
best option is obvious or because the criteria
are loose enough to make a range of available
alter natives acceptable. Decisions become
tougher to make (harder to “cut off”) when con-
sequences are more important, and when there
are strong emotional attachments.

For example, deciding whether to get mar-
ried or accept a new job can be difficult be-
cause those decisions involve serious commit-
ment and may require you to give up more in
other situations.

When a decision feels so difficult that your
data, options and criteria aren’t enough to help
you make a choice,
there’s probably more Approaches to
going on. If you hit an
solving problems
impasse when making
a decision, it’s time to involve varying
look inside yourself
degrees of rational
for emotional attach-
ments or unarticulat- and creative effort



ed views, and to seek opinions from trusted
friends and advisors. If all these efforts don’t
lead to a decision that feels right, it probably
means you’re facing a problem or dilemma, and
you need to step up a level or two and apply a
different set of problem-solving methods.

Problems
Problems represent gaps or barriers to achiev-
ing outcomes that we value. With problems, we
can’t choose from among known options be-
cause there are as yet no acceptable solutions.
We have a “problem with” or a “problem to.”
The goal in problem-solving is to eliminate or re-
solve the barrier.

Approaches to solving problems involve
varying degrees of rational and creative effort,
and the ability to involve both of those strate-
gies as needed is the hallmark of an excellent
problem-solver.

Accuracy in problem-solving is critical, and



you get better results when you tackle underly-
ing rather than superficial factors. In solving
tough problems, it’s useful to apply a systematic
method that helps you challenge assumptions
and avoid blind spots.

As with decisions, when problem-solving ef-
forts reach an impasse, that’s a clue you may be
working at the wrong logical level. With prob-
lems, there are two types of impasse to watch
out for: the inability to find an acceptable solu-
tion at all, and a series of apparently fine solu-
tions that don’t last. It’s time to check if this is a
decision you’re avoiding or a dilemma you’re
trying to force-fit into a solution.

Dilemmas
When the conditions underlying a situation are
complex and resolution is unlikely, you’re facing
a dilemma. Two examples of common dilemmas
are choosing between short- and long-term ben-
efits, and being guided by reason or one’s gut. In
each of these cases, one side is lost without the



other. They’re comple- When we ignore
mentary. With dilemmas,
there are no right an-
dilemmas, a bad
swers. And unlike deci- situation usually
s i o n s a n d p ro b l e m s ,
gets worse,
there’s no way of know-
ing in advance what the leaving people
result will be of address- unprepared,
ing a dilemma.
frustrated and
So why do we deal feeling powerless
with dilemmas at all?
Because they’re rich, compelling, legitimate and
often unavoidable. Dilemmas can appear as im-
passes. By responding to the dilemma, we gain
understanding and insight that makes construc-
tive action possible.

Conversely, when we ignore dilemmas, a bad
situation usually gets worse, leaving people un-
prepared, frustrated and feeling powerless. You
know you’re dealing with a dilemma when re-
peated attempts at decision-making and prob-
lem-solving have failed. The way to tackle dilem-



mas is to investigate the forces that are in ten-
sion and causing pain or difficulty. Exploring
those points of tension leads to better under-
standing and increases readiness for action.

Make Decisions
The five prime decision-making questions are:

• What exactly is being decided?

• What criteria matter most in making a choice?

• What are the available alternatives?

• What traps do I need to avoid?

• Okay, which will it be?

You need to take charge early and define
what’s being decided. You do that by address-
ing three things: the level (is this really a deci-
sion or is it a problem or dilemma?), the context
(what factors will affect your success in making



the decision?) and the focus (what is and isn’t
the decision about?).

The basic decision-making filter that people
often use when choosing is a two-dimensional
matrix, with criteria listed across the horizontal
axis and options placed on the vertical axis. At a
minimum, filtering involves comparing options
against each of the criteria to select the one that
best fulfills identified needs. For informal deci-
sion-making, we may never draw the matrix, but
the logic of the process still holds.

Benjamin Franklin’s decision-making process
was to divide a sheet of paper into two columns,
one labeled Pro and the other Con. A somewhat
more sophisticated com-
parative decision-making You need to
process is cost-benefit
take charge
analysis. At its most basic,
it works like this: itemize early and define
the full set of costs asso-
what’s being
ciated with a decision and
subtract these from the decided



anticipated benefits. The more positive the re-
sult, the greater the justification to proceed.

Solve Problems
The five prime problem-solving questions are:

• What’s the problem, and how can I define it
so it will be solved?

• What am I getting out of the problem?

• What does the solution need to accomplish?

• What new ways are there to look at the
problem?

• What creative options exist, and how can
these lead to the best solutions?

Problems need to be defined accurately and
usefully. Most ill-fated attempts at solving prob-
lems go awry at the beginning, with a faulty
problem definition.



Problem ownership is the key to finding solu-
tions. Determine your relationship to the prob-
lem and invite others to do the same. You’ll do
the best job at solving the part that’s legitimate-
ly yours. Collective problems tend to require
collaborative solution processes.

Process and content are equally important in
solving problems. Problems operate on many
levels, notably rational, emotional and social.
The best way through the maze, especially in
group settings, is to use a proven and practiced
method and assign the
role of process leader- Problems operate
s h i p t o a n i n d i v i d u a l on many levels,
w h o i s n ’t i n v o l v e d i n
the content.
notably rational,
emotional and
Yo u n e e d b o t h r a -
social
t i o n a l a n d c re a t i v e
methods when solving problems. Do each well
and keep them separate. Successful problem-
solving is a balance of freedom and structure.
Creative output tends to flourish when undertak-



en at the right points in a process, with appro-
priate leadership and support. Rational efforts
bring analytic rigor and thoroughness. As a rule
of thumb, emphasize rationality at the start and
end, and be creative in the middle.

Manage and Exploit Dilemmas
The five prime dilemma management questions
are:

• What’s the core dilemma?

• What are its implications?

• What can I learn from what’s scary and
what’s exciting?

• What needs to change?

• What am I prepared to do about this?

Dilemmas are decisions for which there’s no
right choice. Dilemmas are problems for which



there’s no solution. Dilem- Addressing a
mas direct you to the heart
of an issue. Dilemmas take
dilemma is
courage. Dilemmas involve harder than
trade-offs and accommoda-
implementing
tion. Dilemmas are transfor-
mational — when you rec- a solution to
ognize and acknowledge an a problem
essential conflict, you open
yourself up to the possibility of needing to modi-
fy, resolve or redefine the terms of engagement.

Common dilemmas include the tension be-
tween inside and outside interests, the pres-
sures of cost versus benefits, and the impulse
for change and stability. Often they can be illu-
minated through a simple 2x2 matrix, with each
element of the dilemma on a different axis.

Addressing a dilemma is harder than imple-
menting a solution to a problem. Because dilem-
mas are inherently fuzzy, the actions we take to
address them are often less obvious and the
benefits less immediate.



Conclusion
We usually talk of decisions, problems and
dilemmas interchangeably. But each is different,
requiring you to delineate exactly what you’re
facing and then choose the proper approach. e

ABOUT THE AUTHOR: Alex Lowy, co-author of The
Power of the 2x2 Matrix and Digital Capital, is a
strategy consultant based in Toronto.



Related Reading
Any of these books can be ordered directly from
Amazon (A), Barnes & Noble (B) or Chapters (C) and
may be summarized in our execuBook library (E).

Smart Questions: Learn to Ask the Right Ques-
tions for Powerful Results, by Gerald Nadler and
William Chandon, Jossey-Bass, 2004, ISBN
0787971375. A B C E

Stepping Up: Make Decisions That Matter, by
Timothy Dobbins, HarperCollins, 2006, ISBN
0060823739. A B C E

Asking the Right Questions: A Guide to Critical
Thinking, by Neil Browne and Stuart Keeley,
Prentice Hall, 2006, ISBN 0132203049. A B C



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