Expanding Problem-Solving Approaches in Engineering

Problemeering: Engineering the Problem Before the Solution What is it? Problemeering (problem + engineering) is the art and science of identifying, defining, and framing problems so they can be solved more creatively and efficiently. Why it matters Many product launches, business strategies, and even personal projects flop because they target the wrong problem or never define one at all. Problemeering helps you: • Understand the real issue • Avoid premature “band‑aid” fixes • Uncover root causes and hidden opportunities • Frame challenges in a way that sparks breakthrough ideas Key steps Observe & Empathize – Listen to users and spot pain points. Define – State the core problem in one crisp sentence. Reframe – Challenge every assumption: “Is this really the problem?” Explore Context – Map the ecosystem, constraints, and stakeholders. Ask “How might we…?” – Turn the problem frame into innovation prompts. Quick example Late‑delivery complaints in a food‑delivery app. Instead of jumping straight to route optimization, a problemeering mindset asks: • Are customer expectations realistic? • Does the UI overpromise delivery times? • Are restaurants accepting orders they can’t fulfill? Addressing these upstream issues often fixes “late deliveries” more effectively than tweaking maps alone. Origin Not yet in the dictionary it just reminds us: engineer the problem first, then engineer the solution.

"How would you approach this problem differently?" This question reveals the power of diverse thinking frameworks. Different "languages"—whether professional, technical, or cultural—shape how problems are solved: • Economic thinking provides frameworks for strategic decisions • Technical languages structure data analysis approaches • Cultural perspectives influence relationship building • Academic training shapes complexity management These aren't just communication tools. They're operating systems for the brain. Mental code-switching is the hidden advantage of diverse backgrounds in tech. When one approach fails, switching to another often reveals solutions: • From quantitative to qualitative • From analytical to intuitive • From global patterns to local insights The most innovative breakthroughs emerge at these intersections. The pattern appears consistently among exceptional leaders: • Engineers applying artistic principles to system design • Marketers using psychology to transform research • Product managers whose diverse backgrounds reshape how they build A unique combination of languages—whether technical, cultural, or domain-specific—isn't just interesting background. It's a strategic advantage in problem-solving. What unexpected "language" in your toolkit has helped you solve a problem others couldn't see?

This chapter explores the theoretical foundations, methodology, and practical application of Interactive Planning, a systems-based approach to organizational development pioneered by Russell L. Ackoff. Moving away from the traditional, technique-dominated focus of Operations Research, Interactive Planning addresses “messes”—interrelated systems of problems that cannot be solved in isolation. The methodology is rooted in the philosophy of idealized design, which shifts the focus from predicting the future to designing a desired future. The author details the six iterative phases of the planning process: formulating the mess, ends planning, means planning, resource planning, design of implementation, and design of controls. Unlike retrospective planning, which seeks to remove past deficiencies, Interactive Planning is prospective and encourages the participation of all stakeholders to foster creativity and consensus. The chapter illustrates these concepts through a case study of the Graduate and Professional Student Assembly (GAPSA) at the University of Pennsylvania. By applying interactive planning as a meta-framework, the organization successfully reframed its diminishing relevance into opportunities for systemic renewal and stakeholder-driven design. While the methodology requires significant time commitments and high-quality facilitation, the author concludes that emerging technologies like crowdsourcing and artificial intelligence are poised to enhance its utility in an increasingly complex and interconnected “VUCA” world. https://lnkd.in/er-9_yd5

Most engineers don't fail at fixing I&I problems.   They just accept the first solution presented. Why? Because it feels safer to: • Go with the consultant's $2M replacement plan  • Avoid questioning the "expert" recommendation  • Sign off on wholesale system replacements  • Choose the solution that "no one gets fired for" But here's the truth: NOT questioning the default solution is the riskiest move you can make. Remember that mountain community I&I study we completed? ↳ 90% of their WWTP flow was I&I ↳ Treatment plant operating at 9x necessary capacity   ↳ Initial recommendation: Complete system replacement   ↳ Our finding: 60% of problems in just 2 areas The difference? We questioned everything. https://lnkd.in/dY_eYZa4 Instead of accepting the standard "replace it all" approach, we asked: "What if we just fixed the 40% causing 90% of the problem? Result: Same outcome, 80% less cost. The best engineers aren't afraid to push back on expensive solutions. Challenge. Every. Single. Assumption. Next time a consultant hands you a massive replacement plan, ask: "Where's the data showing we need to replace everything?" Who cares if you ruffle feathers? The day you start demanding targeted solutions is the day you start being a true advocate for your community. What "standard practice" are YOU ready to challenge in 2025? Drop it in the comments - let's stop over engineering and start solving. #engineeringsolutions #infiltration #inflow #wwtpflow

While AI grabs headlines, the world's biggest problems are being solved by something absolutely human. Here's the approach that's quietly revolutionizing everything. In this new age of AI and automation, while on one hand, all of us are chasing tech solutions, I firmly believe that some real breakthroughs are coming from a known approach to problem-solving, that is ‘design thinking.’ Design thinking has moved beyond just product innovations.  It's now reshaping how we tackle climate change, healthcare crises, and social inequality - problems that tech can't solve solely. Let me share how design is revolutionizing various industries: • In climate action it's helping the tech shift from carbon-centric to sustainable models. • In healthcare, it's transforming patient care by focusing on their actual experiences. • In urban planning, it's creating resilient cities that handle rapid growth better. • In education, it's making learning more interactive and engaging. Recently, I even made a post about a healthcare team that completely changed their patient experience, not by adding new technology but by simply understanding and redesigning around their patients’ needs. Here's how you can use the design thinking approach in your work: 1️⃣ Dive deep into understanding your users’ perspectives, needs, and pain points and keep it central to problem framing and re-framing. 2️⃣ Define the problem and translate your insights into clear, actionable solution principles. 3️⃣ Brainstorm a variety of creative solutions without judging them prematurely, no idea is bad idea can’t be more true. 4️⃣ Create simple prototypes to test your ideas and gather feedback fast. 5️⃣ Use feedback from real users to continually improve your solutions. Always remember that the most powerful solutions often come from understanding the problem differently. Would you like me to write about application of Design Thinking for any of the industries mentioned above? #designthinking #problemsolving

🌍 When solving tough problems, are you looking far enough? In my latest episode with Kyle Basler-Reeder, Global Open Innovation Lead at ExxonMobil, we explored a fresh perspective on problem-solving. Kyle introduced a concept he calls the "outer layer of open innovation," where truly stubborn problems meet global collaboration. Kyle challenges organizations to think beyond industry borders: "If you’re in an energy company, have you been to agriculture conferences? Have you tapped into insights from aerospace webinars or pharma trade shows?" His approach is all about exploring beyond the usual suspects, reaching that “Level Seven” of open innovation by tapping into minds and methods from different fields, countries, and disciplines. For any organization dealing with persistent, tough-to-crack problems, Kyle suggests thinking beyond your walls. Consider crowdsourcing at the start of a program or for those challenges where every traditional approach has been exhausted. Listen in for more insights on ExxonMobil’s game-changing approach to global problem-solving and the impact of casting a truly wide net. Website: 🎧 https://lnkd.in/egCcYkWy Apple Podcasts: https://zurl.co/IL53 Spotify: https://zurl.co/w7aa #Innovation #Podcast

Rethinking Requirements in Hardware Engineering Requirements management isn’t just about checklists—it’s the difference between effective collaboration and costly missteps. Here are once-unconventional approaches to requirements now embraced by top teams 1. From “Requirements” to “Design Criteria” Early systems engineers were part engineer, part lawyer. Someone had to create “techno-legal documents” to manage external contracts. These evolved into requirements. Many cultural issues stem from using requirements incorrectly–as a weapon rather than tool for collaboration. Not all requirements need to be treated as commandments. Reframing lower-level requirements as design criteria reduces resistance among engineers, empowering them to see requirements as flexible guidelines open to questioning and adjustment. This is what you want to inspire. 2. Culture of Ownership and Accountability Drives Agility A strong requirements culture is built when engineers “own” their work. Engineers must take responsibility for the requirements they design against, creating a culture of ownership, responsibility, and systems-mindedness. Assigning a clear, single-point owner for each requirement, even across domains, encourages each engineer to think critically about their area’s requirements, establishing ownership and trust in the process. Encouraging information flow between teams helps engineers see how their work impacts others, leads to reduced and stronger system integration. Requirements should be viewed as evolving assets, not static documents. You want engineers to push back on requirements and eliminate unnecessary systems rather than add more requirements, complexity, or systems. 3. Requirements as Conversations, Not Just Checklists Requirements aren’t just specs or checklists—they’re starting points for cross-functional discussions. Every problem is a systems problem, and to solve complex challenges, engineers must be systems thinkers first and domain experts second. In traditional settings, requirements stay isolated in documents. But when teams understand why requirements exist, where they come from, and who owns them—and engage in continuous dialogue—they blur the lines between domains and foster a systems-oriented mindset. This collaborative environment accelerates problem-solving, enabling engineers to align quickly and tackle challenges together. Instead of siloed requirements for each subsystem, drawing dotted lines and encouraging information flow between teams helps engineers understand how their work affects others. This cross-functional awareness leads to fewer misalignments and stronger system integration. When you see engineers make sacrifices in their own area to benefit the overall system, you know you are on the right track. There you have it. The full guide goes into specifics on how to start implementing these ideas in tools.

Engineers are trained to build solutions. But how do we train them to find the right problems and build the future? We've all heard about Design Thinking and Lean Startup. These are fantastic roadmaps. But the real engine of innovation isn't a process—it's a mindset. It's the "software" we run on the "hardware" of our technical skills. To truly move from engineer to innovator, we need to go deeper: 🧠 Master New Thought Processes: * Systems Thinking: Don't just solve a bug; see the entire ecosystem. How does your solution impact the business, the user's life, and the market? * Analogical Thinking: Connect the unconnected. How can the design of a leaf's veins inspire a more efficient cooling system? * Abductive Reasoning: Embrace the "educated hunch." It's the starting point for every great "what if." 🛠️ Cultivate Essential Skills: * Intellectual Curiosity: The relentless desire to ask "Why?" and learn outside your domain. It's the fuel for every breakthrough. * Storytelling & Influence: An idea without a story won't get buy-in. You have to make others feel the problem and see the future you envision. * Resilience & Grit: Innovation is a series of learning moments disguised as failures. The ability to bounce back is non-negotiable. * Comfort with Ambiguity: Don't run from the fog of the unknown. Learn to navigate it. That's where the real opportunities are hiding. The future isn't just about building things right; it's about building the right things. Let's empower our engineers to be the architects of that future. #Innovation #Engineering #Leadership #Mindset #ProblemSolving #Tech #FutureOfWork #CareerDevelopment #BusinessTransformation

There exists, in the realm of innovation, a delicate dance between those who know precisely what can be done and those who haven't yet mastered what cannot. Engineering excellence is the bedrock of progress — delivering the breakthroughs that transform industries and solve humanity's greatest challenges. Yet I've observed how this fundamental expertise becomes even more powerful when amplified by outside perspectives. The strength of multidisciplinary innovation teams stems from their ability to build upon engineering foundations. When we layer different viewpoints onto technical excellence, we expand what's possible. >> Engineering asks "How can we solve this?" — establishing the foundation of what's achievable and pioneering the technical breakthroughs. >> Designers build on this by asking "What user needs are we missing?" >> Game theorists consider "How do we make this intuitive?" >> Ecologists encourage us to ask "What broader systems will this impact?" >> Anthropologists examine "How will this integrate across different contexts?" Each lens enhances our engineering solutions. When an engineer solves a technical challenge, a psychologist might surface user adoption factors. A biologist could identify natural principles that inform the design, while an economist spots market dynamics that could accelerate implementation. True innovation is a dance of knowledge and wonder, emerging when engineering excellence and diverse perspectives join in perfect rhythm. #innovation #perspectives #teamwork

Creative Problem Solving for Teams: 3 Tips Ever felt like your team is spinning its wheels on a problem? It’s usually not that they lack talent or effort—it’s that they might be stuck thinking about things in old ways. True breakthroughs require a fresh approach. Here are three ways to unlock your team’s potential during complex problem-solving: 1. Challenge Current Assumptions What’s the first step in solving a problem? Question the “rules” your team is operating under. Many times, assumptions go unchallenged simply because “it’s how we’ve always done it.” Encourage your team to ask, “What if that’s not true?” 2. Explore Unfamiliar Ideas Break out of your comfort zone by considering ideas you’d normally dismiss. Sometimes the most unlikely solution ends up being the most effective. Ask your team to imagine, “What if we approached this problem completely differently?” 3. Be Willing to Iterate Problem-solving is rarely a straight path. Encourage your team to test, learn, and refine. Iteration leads to clarity, and clarity leads to solutions. Remind your team, “Every failure gets us closer to the answer.” — It’s important for leaders to remain agile as new problems arise. Avoid traditional thinking because it’s comfortable. Be willing to do something new, even if it’s not your idea. What’s one way you’ve helped your team overcome a big challenge? Let’s learn from each other—share your experience in the comments!