In the heart of UC San Diego’s bustling campus, the Recreation Department serves as a cornerstone of student life. Tasked with more than managing fitness centers or hosting outdoor programs, the department is a hub of wellness, connection, and community for students, faculty, staff, and the surrounding San Diego community.

The Recreation Department’s mission is rooted in supporting a positive collegiate experience by fostering physical, mental, and social well-being. Through diverse programming—ranging from intramural sports and adventure trips to group fitness classes and aquatics—the department ensures that every member of the UCSD community has opportunities to engage, grow, and thrive.

Yet, the Recreation Department faces challenges in balancing its expansive offerings with limited resources. Its staff represents a broad spectrum of roles, from senior leaders making strategic decisions to front-line employees ensuring the smooth operation of facilities. For the department to succeed, “REC” faced a challenge: how to identify and address its most pressing problems in a way that aligned with UCSD’s 2024–2029 Strategic Plan and its pillars of Resourceful Resilience, Technological Empowerment, Inclusive Belonging, and Communal Responsibility. This alignment wasn’t just aspirational; it was essential to ensuring the department’s work supported broader university goals.

The Starting Line: Bringing Leadership Together

The first step was convening 20 leaders from across the Recreation Department in a workshop designed to identify the right problems to solve. Leaders from various operational areas—fitness, aquatics, outdoor programs, and facilities—gathered to share their challenges. While each had a unique lens, the goal was to shift the conversation from broad frustrations to actionable insights.

Through structured exercises and guided discussion, these leaders explored their frustrations, uncovering recurring themes. By the end of the workshop, the team surfaced 13 problem statements—well-defined expressions of the challenges they faced. These statements captured not only the issues but also the human impact behind them, setting the stage for meaningful action.

From Many Voices to a Singular Focus: Refining the Problems

The process didn’t end there. With 13 problem statements on the table, the Management Team stepped in to further refine and prioritize. This step was essential, as it allowed leadership to focus their efforts on the most impactful and urgent challenges.

Using the same collaborative approach as Leadership, the Management Team analyzed each problem statement through the lens of feasibility, urgency, and alignment with the department’s strategic goals. They reduced the list from 13 to 6 core problem statements, ensuring that the final selection reflected not just the diverse concerns of the department but also actionable priorities that could drive meaningful change.

However, the refinement process didn’t stop there. When reviewing the six statements crafted by Management, I identified an opportunity to elevate their impact by improving clarity, tone, and inclusivity. While the original statements reflected thoughtful consideration, they were written in a way that risked creating barriers for the broader team.

Drawing on my expertise in problem framing and communication, I refined the language to ensure the statements were accessible, precise, and actionable. This step was not just a matter of simplification; it was a testament to the power of words and thoughtful prioritization. By focusing on the most critical issues, the department could move forward with clarity and purpose, ensuring that resources were directed where they were needed most.

The Power of Words: Making Problems Accessible

But crafting problem statements isn’t just about choosing priorities—it’s about precision and inclusivity. Words matter, and the next step was ensuring these six core statements were clear to everyone. For a team as diverse as UCSD Recreation, this meant translating complex “management speak” into straightforward language.

This step also honored the diverse linguistic backgrounds of the team, particularly Spanish-speaking members for whom English is a second language. By prioritizing accessibility, the refined statements became more than just words on a page—they became a shared understanding.

For example, a phrase like “inefficient utilization of resources” evolved into “We don’t have the right equipment and people where we need them.” It was simple, human, and immediately relatable. This process reinforced a critical insight: when everyone understands the problem, everyone can be part of the solution.

By grounding the statements in plain, relatable language, the department reinforced its commitment to Inclusive Belonging, a core pillar of UCSD’s strategic plan.

A Collaborative Spirit: Building Momentum

These six refined problem statements sparked a new phase of collaboration. By grounding discussions in clear, shared language, the team bridged gaps in understanding and aligned on priorities. This wasn’t just about solving problems—it was about fostering a culture where everyone, from senior leaders to front-line staff, felt valued and included.

The process revealed a deeper truth: problem statements do more than clarify challenges; they also unify teams. When people see their concerns reflected in the organization’s priorities, trust grows, and silos begin to dissolve.

The Return on Innovation: Why It Matters

Investing time and resources into creating and refining problem statements pays dividends for any organization. For UCSD Recreation, the benefits went beyond immediate clarity. The process laid the foundation for a more innovative, adaptable department. With a clear understanding of the problems, the team could focus their energy on solving the right issues, leading to:

• Better decision-making: Resources were allocated more effectively, directly addressing the most pressing needs.
• Increased collaboration: Teams worked together more cohesively, sharing a sense of purpose.
• Empowered staff: Every team member, regardless of role or language, felt their voice mattered.

For organizations willing to invest in programs like this, the return is clear: clarity leads to action, action leads to innovation, and innovation drives success.

A Lesson in Leadership

The story of UCSD Recreation isn’t just about problem statements; it’s about leadership. It’s about recognizing that the first step to solving any problem is understanding it. And it’s about creating an environment where every voice matters.

By refining 13 problem statements to 6, the department demonstrated the value of prioritization, inclusivity, and alignment. Today, these six core challenges serve as a compass, guiding decisions and ensuring that the solutions pursued are grounded in the realities of the team. It’s a model not just for UCSD, but for any organization seeking to align its people, focus its efforts, and unlock its full potential.