42

Ask the Right Questions

42…the answer in Douglas Adams’ 1979 novel The Hitchhiker's Guide to the Galaxy from the supercomputer called Deep Thought to calculate the “Answer to Life, the Universe and Everything.” 42…and this after more than seven and a half million years of processing. As one could imagine, people were not happy and began looking for the Question that gives the Answer meaning.

Every day in research, tech, and business - challenges and problems are being surmounted. Obviously, part of overcoming these critical challenges are obtaining solutions to problems. Answers to questions. However, we often put the cart before the horse. Teams are constantly chasing solutions with little regard for the question; and little regard for the relevancy of the questions being answered. This is known as solutions-driven problem solving; which can be a naïve approach to any solutions strategy. A rote task-achieving method that neglects to address one of the most fundamental questions in business: are we solving the correct problems?

A much more practical approach to answering internal or even client based requests is problem-driven solutions. In this methodology, an individual or team is focused on what the problem truly is that needs to be solved. There is a famous quote attributed to Henry Ford (which he didn’t really say, but gets credit for any way – talk about a Zen master!) which reads “If I had asked people what they wanted (when designing the automobile), they would have said faster horses.” This quote reflects the almost reflex-driven habit of delivering solutions to a client. If someone (internal or external) comes to your organization asking for a solution – it may well be wise to discuss with them what questions are driving the requested solution. Spend 15 minutes clarifying the needs of your customers and you may well save days of wasted time delivering a solution only to find it doesn’t fix anyone’s needs. Be humble in your questions with the intent of not only achieving better communication, but also mining the origins of the problems you are trying to solve. This careful consideration of the needs of the organization you are attempting to deliver a solution to can make the difference between innovation and status quo.

So, challenge the assumptions of your processes, procedures and operations. Make sure the answers you are delivering are relevant to the true questions you are asked to provide the solutions to. Challenge your own assumptions and habits as you go about your day to day. Repetition breeds stagnation; relevant assessment is the path to true enlightenment. Just keep your towel handy for those moments when management decides to lay waste to your project to make way for an intergalactic bypass.