Unlock the Secret to Purposeful & Inclusive Innovation
AKA The Perils of Solution Bias and Considering Whether the WHAT THE WORLD NEEDS part of ikigai Thinking Can Make This Better
Understanding the problem thoroughly is critical for effective and innovative solutions. Do you rush to fix mode without fully understanding the problem? A common pitfall that can lead to misaligned solutions, wasted resources, and missed opportunities. Ikigai thinking can provide helpful framing here.
I’m just over three years away from the profession I have been involved in the longest in my career to date, product management. As it’s not currently my daily bread and butter, I need to more consciously remind myself of the value of the very many awesome skills and techniques it taught me.
Whether you are launching a new thing, or iteratively improving an existing one, you should always start with defining the problem you are trying to solve. Sounds really obvious and simple doesn’t it? Well I can tell you that it isn’t actually easy to do well.
Humans are really really bad at it. We like to fix things. We are always in a rush. We think we are being helpful when we jump straight into solution mode. Techie people are the absolute worst for it. Even those of us who are certified product managers. We love shiny new things. We are passionate and creative and often come up with cool ideas. We know stuff.
In typically elegant fashion, the guys from The Minimalist have written a really short and beautifully worded post on this topic called The Solution is the Problem, in which they state;
“Most people want “solutions”
because they’re unwilling to dig down
to the root of the problem.
The real problem.”
So with most of us quickly jumping to solutions, the true essence of a problem is often overlooked. This rush to 'fix' things without a deep understanding of the underlying issues leads to solutions that are, at best, superficial and, at worst, ineffective. The Slow Elevator Problem, a classic in the realm of design and business, perfectly illustrates this tendency.
I think that the ethos of ikigai can be a guiding principle in addressing this, ensuring that solutions are not just quick or obvious fixes but meaningful improvements that the world genuinely needs.
The Slow Elevator Problem: A Classic Illustration
When most tenants complained to the building management company about the elevator being too slow, their initial thought was to replace or upgrade the elevators - an expensive and complex solution.
Understanding the Real Pain Point
The twist in the story is that when more time was spent on researching the problem, the real issue wasn't the elevator's speed but the impatience or boredom of the people using it. By installing mirrors in the elevator, people were kept busy by looking at themselves during their journey, reducing complaints. This is a perfect example of how the apparent problem (elevator speed) was not the real pain point (boredom/impatience).
We know it’s human nature to jump in with fixes, there are probably more modern technologies that may make that lift heaps faster and we dive in eagerly to researching the latest tech. We also instinctively know that it is going to cost a LOT of money, but we have our blinkers firmly on and can’t currently think about there being any other solution, so perhaps to fix our complaints and protect our rental income we will need to justify the expense.
As is so clearly illustrated by this example, a very simple and low cost solution emerges when we do deeper analysis on why people are feeling this pain point. They are very aware of time passing because there was nothing but a quiet boring space. They felt a huge pause in time between their purposeful striding into the lobby of this important and bustling office, they were in a hurry to get to their destination and just wanted it to be over and done with as quickly as possible. Some people may feel unsure if they are looking windswept ahead of their important meeting.
SO HOW CAN WE TACKLE THIS BETTER?
To avoid jumping into solution mode when solving problems, we can consider the following;
Begin with the Real Pain Points — what problem are you solving and whom are you solving it for? | by Radhika Dutt and validate them, that means ensuring they are both verified and valued. That last point is critical, whether it’s research or testing interest with driving traffic to a landing page, you need an audience who will pay for your idea.
Clearly Define the Problem: Take the time to clearly articulate and define the problem before seeking solutions. This can involve activities designed to help individuals and teams explore the problem from different angles and gain a deep understanding of its underlying causes.
“A well-framed problem statement opens up avenues of discussion and options. A bad problem statement closes down alternatives and quickly sends you into a cul-de-sac of facile thinking.”
Ask "Why" Repeatedly: Use the "5 Whys" technique to dig deeper into the problem and uncover its root causes. By asking "why" repeatedly, you can resist jumping to solutions and avoid jumping to conclusions and ensure that you thoroughly understand the problem before considering solutions.
Challenge Assumptions: Encourage critical thinking and challenge preconceived notions about the problem. By approaching the problem with a clear, rational mindset, you can avoid rushing to solutions and consider a wider range of possibilities. There are many problem solving techniques to try.
Gather Data and Evidence: Base your problem analysis on facts and observable evidence, rather than opinions or assumptions. This can help you avoid jumping to premature solutions and ensure that your problem-solving process is grounded in reality.
By employing these strategies, we can avoid the pitfalls of solution bias and ensure that our problem-solving efforts are thorough, thoughtful, and effective.
Integrating Ikigai Thinking Towards More Purposeful Products and Solutions
An Ikigai-inspired approach can lead to solutions that are not only effective but also enriching. For instance, designing spaces that promote interaction, art that engages viewers, or technology that educates while solving a problem. These solutions address the underlying human drives of need for connection, beauty, or safety.
What the World Needs - Realigning Focus: By applying Ikigai, one would consider what is truly beneficial for the users. In the context of our example, it's not faster transportation but a more pleasant waiting experience. This realignment of focus leads to solutions that genuinely cater to human needs and experiences.
A Purpose-Driven Approach: Instead of jumping to the most obvious, often technical, solution, Ikigai encourages looking at the broader impact and purpose. How does solving this problem help people? Does it make their lives better or more enjoyable? This perspective often leads to more innovative and meaningful solutions.
Empathy in Design: The Slow Elevator Problem and Ikigai both emphasise the importance of empathy. Understanding the real pain points of users leads to more resonant products and services. It's about seeing the people behind the problems and designing solutions that truly make a difference in their lives.
Sustainability and Relevance: Solutions and new products born out of an Ikigai mindset are likely to be more sustainable and relevant. They're not just quick fixes but are aligned with deeper human needs and long-term satisfaction, adding value to people's lives in a meaningful way.
Why Does This Matter?
Aside from the hopefully obvious benefits of saving money and delivering better outcomes, there are some more serious issues with not treating the problem identification and reframing phase more effectively.
ARE WE SOLVING PROBLEMS PEOPLE WILL ACTUALLY VALUE ENOUGH TO PAY FOR?
The best feeling in the world is to have a solution that is a no brainer, a joy to explain and a business case that stacks up. If you invest in this solution it will pay for itself in X months/years by delivering Y value. It can be the most effective and awesome gizmo in the world but unless you are a philanthropist, you need people to be able to want to and justify paying for it.
ARE WE LOOKING FOR PROBLEMS OUR SHINY TECH CAN SOLVE?
*Coughs* Crypto bros, ahem. Seriously though, there very well might be really valid and important and commonly shared pain points your particular shiny slice of tech is attempting to solve. But that is not coming across in how you talk about it. There are really dense white papers that go into long detail about how clever and ground breaking and innovative the technology stack is, they may even move into talking about use cases. Use cases though often sound more like people looking for a problem to fit their solution. This is pretty common in the tech world, lots of awesome and clever people who create amazing things but aren’t quite sure who will pay for it and why. That can work, but there are many times it doesn’t. The danger also is that overhyping of any new tech leads to mistrust in the industry as a whole, making it harder for truly helpful and innovative solutions to breakthrough.
ARE WE EXCLUDING PEOPLE IN OUR PROCESSES?
There are very serious implications to diverse perspectives not being involved in conversations, strategy, decisions and especially product development. Too many tangible products are designed and tested for men primarily, leading to both safety and efficacy issues, this is patently unjust. Less tangible product development, for example social media, are of critical importance to all of us. The new ways in which we share learning and connect and they could be so much kinder and safer and more innovative, if they were designed with and for every type of person who wants to use them.
There are also diverse perspectives that need to be considered in the design and testing phase, these are all too often forgotten about or given as lip service. If you want a product that works well for more than just one particular set of people, you need as many different representative voices from those other perspectives as possible. Surely that’s obvious? Clearly not! Luba Kassova writes eloquently on this topic in her article Where are all the ‘godmothers’ of AI? Women’s voices are not being heard;
“Concern has been expressed about the long-term threats that AI poses to humanity, but what are the immediate risks of a world reflecting predominantly men’s perspectives? We must urgently seek to intercept the damaging absence of women and the lack of understanding of their needs, worries and experiences related to AI.”
I love that you can look at this through a hopeful lens though. If we put enough effort in, then we can use our shiny new tech, AI especially, to monitor and flag when this is happening!
“What gets measured, gets managed,” says Lars Damgaard Nielsen, Mediacatch.io’s chief executive, and a proponent of using AI to track gender and ethnic bias in the media.
He and other experts argue that an effective way of correcting male bias would be to use AI to measure women’s share of presence within the discourse, flagging to us humans the vital need to seek the perspectives of all genders, groups and cultures on one of the century’s most far-reaching stories.
The Bigger Picture
The Slow Elevator Problem is more than just a lesson in problem-solving; it is a reminder of the need for a deeper understanding and empathy in our approach to innovation. By integrating the principles of Ikigai, we can create solutions that are not only effective but also meaningful and purposeful. This approach has the potential to transform not just individual businesses but entire societies, contributing to a world where solutions are not just about fixing problems but about enriching diverse lives and fulfilling a greater purpose.
PS - Thank you so much or reading, I’d love to hear from you if you recognise this tendency we have to jump straight to fix mode, and ways you’ve found to counter it? Do you see products or services that you feel haven’t been designed with you in mind?