Daniel Ritzenthaler

The Problem with Problems

When we talk about a solution, we’re talking about a point of time in the future when a new tool, process, or behavior exists. Someone could be able to do something.

When we talk about a problem, we’re talking about the present where a tool, process, or service doesn’t exist. Someone should be able to do something.

Even though we’re anchoring to two different points in time, we’re talking the same thing.

No matter how hard we try, we can’t untangle these two points in time without sacrificing clarity. The more we try to remove the solution from the conversation, the more ambiguity we add to the problem.

Cameron Frye from the movie Ferris Bueller's Day Off screaming and punching seat while inside a car.

The best place to unleash your rage is an empty car

We need to sidestep problems and solutions altogether. We need to talk about our work as progress. Then can we be precise without dictating implementation details.

More often. Less often. More time. Less time. More effort. Less effort. More of this… Less of that…

In these phrases we’re anchoring to something that exists.

We avoid stating what’s good or bad about the thing. We declare what we intend to change.

What About New Things?

A solution to a problem may not exist.

Although…

Progress always exists.

Can’t find anyone attempting to make similar kinds of progress? It’s likely they won’t need your new version of that progress. Designing and building into that speculative territory is risky.

Beware.

Hey, Designers! Stop Fighting for Users.

Fighting for users is a wonderful sentiment, but not what we should be doing. More accurately, we should be matching and reconciling mental models. We should be improving the ways the business and its users understand and interact with each other.

Writing a Good Objective

Working with abstract concepts doesn’t make us more strategic. It doesn’t mean we understand the big picture. It doesn’t mean we’re doing something more valuable.