A five-step framework for defining problems before solving them

Executive overview

Most leaders jump straight to solving problems without first defining what the real problem actually is. This wastes time, money, and effort on the wrong issues. Michael "Coop" Cooper's five-step problem definition process forces leaders to surface the source problem — not just the presenting symptom — before committing resources.

The framework is fast: most problems can be fully defined in under 15 minutes.

Solving the right problem is more valuable than solving problems quickly.

The five steps

1. Describe the situation — Write a few sentences covering all facts, emotions, opinions, and impact. Paint a vivid picture as a journalist would. Don't assume everyone already knows the story.
2. Draft a problem statement — Complete the sentence: "The problem we're trying to solve is ___." Keep it simple and distilled. It doesn't need to be perfect yet.
3. Ask "Why is that a problem?" — and repeat — Keep asking until you hit the source problem. There is no fixed number of whys; it could be two or twenty. Stop when you reach the thud factor — the moment when the real problem lands in the room and everyone feels it.
4. Confirm the real problem — Verify that what you've landed on is genuinely the source problem, not a consequence. Refine the problem statement until everyone agrees.
5. Determine if the problem is worth solving — Not every problem deserves your resources. Ask five questions before committing.

Why is that a problem? (step 3 in practice)

• The presenting problem is almost never the real problem.
• The "five whys" approach from Toyota Six Sigma is useful but the fixed number is a flaw — it can stop you too early or make you go past the source.
• Consequences ("they won't survive") are not problems. If you hit a consequence, step back up one level and re-ask why.
• The thud factor: when the real problem surfaces, it causes a pause. Most people also experience a physical, somatic response — trust it.
• Example: a company with an "employee engagement problem" turned out to have a problem with a tyrannical CEO. No engagement initiative would have fixed it.

Revenue decline case study

• Presenting problem: declining revenue.
• First pass: "We don't know how to reach our revenue goal for the year."
• Layer 1: Losing influence in the industry; people losing confidence internally; talent leaving.
• Layer 2: Can't reach goals without key people feeling confident.
• Layer 3: Losing competitive advantage.
• Source problem: "We've lost our cool factor with the market." — a product design problem, not a revenue or sales problem.
• The company had spent time and money on ancillary fixes (expenses, sales tactics) with no traction because the source problem was never identified.
• Once framed correctly, the solution becomes obvious: re-examine product–market fit with core customers.

Is this problem worth solving? (step 5)

Five questions to ask before committing:

1. Will solving it save time or money?
2. Will it make the company more competitive or the department more productive?
3. Will it make work or life easier in the long run?
4. Does solving it align with company goals?
5. Will it address customer complaints?

• Some problems are real but not solvable (e.g., a majority-stakeholder CEO who is the source of the problem). Confirming that early saves wasted effort.
• Right-brain leaders and creative types are especially prone to equating "making an impact" with "checking things off a list" — this step forces strategic prioritisation.

How to practise immediately

• Take your current to-do list and pick one or two items whose value you're uncertain about.
• Run each through the five steps: describe the situation, draft a problem statement, ask why until you hit the thud, confirm, then decide if it's worth solving.
• Most problems can be fully defined in under five minutes once you're familiar with the process.
• Even working alone, the process surfaces assumptions you didn't know you were making.