Problem definition
Dimensional Analysis
Overview
This technique provides a simple checklist with which to undertake a first-cut examination of the problems, in particular an examination associated with the social and human nature of the problem. Many problems that require creative thinking to solve are complex, with more than one symptom and more than one cause. This technique guides you to explore these complex problems using a set of dimensions that can be applied to many complex problems.
What to do
To use this technique, define your current problem, probably by writing it down, then ask questions about it from the perspective of the following, different dimensions. For each dimension, ask the following questions from [ref] to examine the problem further. Choose as many or as few dimensions as you think are relevant to your problem:
- 1. Substantive Dimension: the What
- Commission or omission
- ? Are you doing something wrong, and/or are you failing to do something important? Try to work out whether you need to change something, or to do something new;
- Attitude and deed
- ? Is it necessary to change people's attitudes or practices in order to solve the problem? Consider whether the problem is more of a social or an organisational one, rather than a technical or an administrative one;
- End or means
- ? Is the problem that you have described the real problem, or is it merely a symptom of the real problem? Think about whether solving the current problem would also resolve the bigger problems that might exist;
- Visible or invisible
- ? Is the real problem that you need to solve hidden or masked by some more superficial problems? Is there a deliberate attempt to mask the real problem by people and/or large organisations?
- 2. Spatial Dimension: the Where
- Local or distant
- ? Is the problem only a local one, or are their some remote influences that cause and/or contribute to the problem? Try to bound and scope the sources of your problem;
- Which location(s)
- ? Ask yourself which organisational or physical locations are affected by the problem. Try to work out which specific areas are the source of the problem, and also which areas are affected by the problem;
- Isolated or widespread
- ? Is the problem isolated, or is it linked to several other problem areas that it depends on or is impacted by?
- 3. Temporal Dimension: the When
- Long-standing or recent
- ? How long has this problem been in existence? Ask yourself which parts of the problem are new, and which parts of the problem have existed for some time? Consider using a simple graphical timeline to explore this dimension;
- Present or impending
- ? Does the problem already exist, or does it look like it might happen or get worse in the future? Try to understand when it is most likely to occur, and will become most acute;
- Constant, or ebbing-and-flowing
- ? Is the problem always there, or rather is it irregular or cyclic? Try to understand the problem is terms of when it occurs, and perhaps from that, why is occurs. Are there underlying patterns to its occurrence?
- 4. Quantitative Dimension: How much
- Singular or multiple
- ? Is there a single cause to the problem, or are there many different causes to it? Try to work out as many of the possible causes to the problem as you can;
- Many or few people
- ? How many people are affected by the problem? Who are they, and what do they do?
- General or specific
- ? Is the problem applicable to a broad category, or to a very specific sub-area?
- Simple or complex
- ?Are there several elements to the problem with complex interactions? Try to produce a simple sketch of the problem and its constituent parts, in order to understand the interactions between these parts;
- Too much or too little
- ? Think about resources and products – is there a shortage of them, or a surplus? Consider whether these surpluses or shortages give rise to the problem, and how this happens.
- 5. Qualitative Dimension: How serious
- Philosophical or surface
- ? Is the problem an issue with the deep values of the people or organisation, or it more to do with surface practicalities that do not challenge people's or organisational values? Try to understand the depth of the problem that will need to be solved;
- Survival or enrichment
- ? Is the problem a live-or-die issue for people or the organisation, or is the problem one more to do with managing quality within the existing problem and its solution?
- Primary or secondary
- ? What priority does the issue have? How important is the problem? Explore the prioritisation of the problem.
People
This technique can work with any number of people.
Problem solving characteristics
Dimensional Analysis is better suited to more complex problems that have social and organisational as well technical dimensions, and will challenge people's assumptions about the status quo. Use it when you want to get a more complete and rounded perspective on a problem.
Creative phases
Dimensional Analysis is best used at the start of a creative process, in order to ensure a more complete and rounded understanding of the problem(s) to be solved.
Location
You can use this technique anywhere, alone or in groups.
Equipment
Almost no equipment is needed – the technique poses a series of questions about a problem, and the users are free to choose how and with what the answers of these questions are documented. You might need to have some larger paper and pens available to exploit timelines and other simple representations of the dimensions.