In the midst of a crisis, identifying the real problem is often more challenging than solving it. Many organizations mistakenly address surface-level symptoms rather than digging deeper into the root cause. This misstep often leads to wasted time, resources, and energy. This post explores how to transition from vague problems to specific, actionable problem statements, using proven frameworks like the How Might We model and the power of engagement to drive alignment and solutions.

The Lesson from Indiana Jones

A key scene from Raiders of the Lost Ark provides a powerful metaphor for identifying and solving the right problem. In the film, Indiana Jones’ rival, Belloq, obtains a copy of the headpiece of the Staff of Ra, which they use to locate the Ark of the Covenant. However, Belloq’s version is incomplete, with markings only on one side. This leads his team to dig in the wrong location.

Indiana, armed with the actual headpiece, reveals markings on both sides that provide the correct instructions to find the Ark. This distinction highlights a crucial principle: incomplete or surface-level information often results in wasted effort, while understanding the full scope of a problem leads directly to success.

Just as Indy knew where to “dig,” we must also identify the real problem before taking action. A robust problem statement serves as our complete map, ensuring our efforts are focused and productive.

What is a Problem Statement?

A problem statement is a single, concise statement that defines the problem to be addressed and outlines the requirements for potential solutions. It acts as a North Star, ensuring everyone involved aligns their efforts toward a common goal. Effective problem statements are:

• Specific: Clearly define what needs to be accomplished.
• Actionable: Specify the changes required to address the problem.
• Measurable: Identify key performance indicators (KPIs) to track success.

The How Might We Model

The How Might We model provides a structured approach to problem-solving by asking a series of guiding questions:

1. Help Who? – Identify the people impacted by the problem and understand their perspectives. This step requires empathy and a deep understanding of the stakeholders.
2. Do What? – Define the change needed. What will be different once the problem is addressed? Clear prioritization of actions helps focus efforts.
3. Achieve What Goals? – Determine what success looks like. Identify metrics or outcomes that demonstrate progress toward the solution.

This optimistic and open-ended framework encourages teams to explore potential solutions collaboratively, suspending judgment while increasing observation and curiosity.

Adding Fire to Problem Statements

Engagement and alignment are vital for gaining momentum behind any initiative. Adding “fire” to your problem statements amplifies their impact by emphasizing three key areas:

• Emphasize the People: Highlight the human aspect of the problem. When stakeholders feel heard and involved, they are more likely to invest in the solution.
• Think About the Impact: Describe the tangible changes that solving the problem will bring. Consider the immediate and long-term benefits to individuals and the organization.
• Present the Results: Share what achieving the goals will mean in measurable terms. Whether it’s saving time, reducing costs, or improving morale, showcasing outcomes builds confidence and buy-in.

As you set out to solve your own challenges, remember Indiana Jones’ crucial insight: success lies in uncovering the full picture and focusing on the right problem. Whether you’re leading a team, navigating a crisis, or charting a new course, your problem statement is your headpiece of the Staff of Ra—it guides you to where you need to dig. So, choose wisely, and may the solutions you uncover be the treasure that transforms your efforts into success.