What quick and reliable steps can be taken to better understand an unclear problem when there is little time to solve it? Visiting professor Julia Andrle, MBA, shared her insights on the matter.
To understand a problem when time is limited, the first thing to do is talk to the people closest to the problem to get the necessary context. Then, you need to identify the main reason why the organization needs to change now and formulate a key question that, when answered, addresses that need—without including solutions in the question. Finally, it is essential break that big question down into sub-questions that can be answered through research and analysis.
Could you share an example of a time when a particular approach really changed the way you made a decision or how quickly you made it? What did you learn from that experience?
When I worked at a multinational fast-food chain, a lot of money was spent over five years on testing digital menu displays, but with little progress.
When I joined the team and implemented a structured problem-solving process, we discovered that those screens were a solution in search of a real problem. Thanks to survey data, we realized that the real issue was congestion and the stress customers experienced when ordering.
By clearly defining the problem, we developed a mobile ordering app that, in less than a year, was launched nationwide and became the most downloaded app in the United States for three consecutive years. Today, 50% of orders are placed through the app, and 90% of customers report a positive shopping experience.
What tool do you use to foster creative thinking and problem-solving without losing focus? How does it work?
I use a combination of the “What If?” Ladder and the Brainsteering.
- The "So what?" Ladder: After analyzing data, ask “So what? Why is this important?” to distill relevant insights. Then, identify common themes and propose a general solution for each one (for example, a hospital that needs a more efficient queuing system).
- Brainsteering: Building on these general solutions, specific ideas are generated through questions that encourage us to look at how other industries—or even nature—have solved similar problems (for example, what hospitals can learn from the practices of large retailers or from ants when it comes to managing lines).
How can we teach students to use AI tools intelligently and ethically, without becoming overly reliant on them?
AI is useful for research, but it should always be supplemented with interviews with stakeholders, since the most relevant context often lies solely in the experience and knowledge of those directly affected by the problem. Furthermore, engaging with stakeholders builds trust and allows for a better understanding of their goals and concerns, which enriches the solutions.
It is essential that students use their own judgment to define problems, formulate questions, and create solutions. AI should not replace critical and creative thinking, because otherwise we risk diminishing our capacity for analysis and problem-solving.
Julia Andrle, a visiting professor at ORT’s School of Management and Social Sciences, taught a course on Decision Analysis and Problem Solving from June 23 to 26 as part of the Master of Business Administration (MBA) program.