You need to define the word problem god knows we all

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You need to define the word problem. God knows, we all have problems. But what, exactly, is a problem? My favorite definition is that a problem is an unmet need. NEVER PRESENT CREATIVE WORK TO A DECISION MAKER IF YOU HAVEN'T PREVIOUSLY MET AND DISCUSSED THE PROBLEM STATEMENT. Needs may be very specific to an indi- vidual or organization, but they grow out of broadly shared, basic human needs. In A Scientific Theory of Culture, Bronislaw Malinowski posts seven basic human needs: metabolism, reproduction, comfort, safety, movement, growth and health. Problems arise when one of these needs is unmet. Here we begin to distinguish between two parts of a prob- lem, the need and the means of meeting it. In Human Learning, E. L. Thorndike writes that, A prob- lem can be said to exist if an organism wants something but the actions necessary to achieve it are not immediately obvious. In Design Thinking, Peter Rowe points out that Thorndike's definition gives rise to three general classes of problem: well-defined, or simple; ill-defined, or com- plex; wicked-hard, or unsolvable. Well-defined problems are those in which the need is clearly defined at the outset. Only the means of meeting the need must be created. Most design school problems fit into this category. Teachers ask students to design a poster announcing an event or to design the interface to an electronic calendar. Both teacher and student make the somewhat dubious assumption that the poster and elec- tronic calendar meet a need. Ill-defined problems are those in which both the means and the need are undefined at the outset. Most professional design projects fit into this category. Unfortunately, most design schools fail to provide courses dealing with ill-defined problems. Wicked-hard problems are a special class of ill-defined problems. Neither the means nor the need is clear, and in addition, the prospect for agreeing on the need is poor. Many social problems fall into this category. Crime, poverty and health- care are examples of wicked-hard problems. In the case of each of these problems, society has not yet agreed on what
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need is unmet. During the process of defining a problem, a design manager must ascertain which kind of problem he or she faces. Commercial work on wicked-hard problems carries a high risk and should proceed only with management's under- standing the risk. Conversely, well-defined problems should be delegated to less experienced staff. This frees the design manager to focus on ill-defined problems, where he or she can do the most good. Defining real-world problems The method that I use to define problems has three parts: collecting input, documenting the need and agreeing on the definition. Collecting input Work begins when someone identifies a problem area.
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