Your Solution Doesn't Know Your Problem Exists

Bridges & scruples

For your own sanity, you have to remember that not all problems can be solved. Not all problems can be solved, but all problems can be illuminated. —Ursula Franklin

Problem Framing

Explore a problem space and formulate a robust problem statement to ensure you’re solving the right problem. Time: 45+minutes Group Size: 2+ people Level: Intermediate

The Tragedy of the Commons

The population problem has no technical solution; it requires a fundamental extension in morality.

Radical Interoperability is a Political Agenda

Model the world you want to live in.

The Tiling Tree Method

How to think of every way of solving a problem

How I stopped worrying and learned to love the easy fix

On the balance between perfect solutions and pragmatic fixes in software engineering

Double Diamond (design process model)

Double Diamond is a design process model popularized by the British Design Council in 2005. The process was adapted from the divergence-convergence model proposed in 1996 by Hungarian-American linguist Béla H. Bánáthy. The two diamonds represent a process of exploring an issue more widely or deeply and then taking focused action . It suggests that, as a design method, the design process should have four phases:Discover: Understand the issue, rather than assuming its nature: speak to and spend time with people who are affected by the issue, to find out which problems are common among users. It is critical to start from the issue you aim to address, and not from the solution you wish to use. Define: With insight gathered from the discovery phase, distill the information, identify chains of cause-and-effect, and define the problem. This requires both differentiating and synthesizing the challenges faced by many users, to outline the problem space and appreciate its complexity. Develop: Come up with different solutions to the clearly defined problem, seeking inspiration from elsewhere and co-designing with a range of different people and specialties. Approaching a problem with a variety of strategies accesses creative solutions which may not be apparent to those experienced in one particular field. Deliver: Test different solutions at a small scale, and iterate and improve the solutions which address users' needs. Reject solutions that do not work, or cannot scale up to practical application.

In Soviet Union, Optimization Problem Solves <em>You</em>

Cross-posted at Crooked Timber, as part of the seminar on Red Plenty. That version has uglier math, but allows comments.

Wicked problem

In planning and policy, a wicked problem is a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. It refers to an idea or problem that cannot be fixed, where there is no single solution to the problem; "wicked" does not indicate evil, but rather resistance to resolution. Another definition is "a problem whose social complexity means that it has no determinable stopping point". Because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems. Due to their complexity, wicked problems are often characterized by organized irresponsibility.

We're getting the social media crisis wrong

The bigger problem isn't disinformation. It's degraded democratic publics

We're getting the social media crisis wrong

The bigger problem isn't disinformation. It's degraded democratic publics

You don't have to be smart if you can think clearly

When you’re on fire, problems are transparent: they’re solved simply by the act of looking at them. Even complicated layers of multiple problems can simply be glanced through like stacked panes of glass. But nobody can work that way all the time.

Study: Social media probably can’t be fixed

The [structural] mechanism producing these problematic outcomes is really robust and hard to resolve."

An s-frame agenda for behavioral public policy research

We have previously argued thatbehavioral scientists have been testing and advocating individualistic (i-frame) solutions to policy problems that have systemic (s-frame) causes and require systemic solutions. Here, we consider the implications of adopting an s-frame approach for research. We argue that an s-frame approach will involve addressing different types of questions, which will, in turn, require a different toolbox of research methods.