Before managers can solve problems or take advantage of opportunities that may arise in their company, they must articulate those problems or opportunities. Managers typically identify and formulate problems intuitively and without much conscious thought. Framing problems is more of an art than a science. It is also deeply related to the way our brain works, particularly the intuitive processes we use to understand the world around us. This technical note shows how this process works and how to find a better framework for discovering actions that actually work to solve problems.
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