problem-recognition

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Problem Recognition

What is Problem Recognition?

Problem recognition is determining if there is a problem that needs to be solved
For example, if customers of an online shop complain that a checkout process is slow then problem recognition can be used to determine that there is a problem to be solved and what the problem actually is
In this example, the core problems might relate to how many steps exist in the process or the poor organisation of information on the page
Both of these problems are possible to solve through a software solution
Code can be rewritten so that the number of steps is reduced and the information can be arranged in a simpler way
But not all problems should or can be solved with software

Example 1: Slow response time in a GP surgery booking system

A GP Surgery recently implemented an online appointment booking system to make booking an appointment with a doctor easier. While the new system was expected to make the process more efficient, patients have reported slow response times when attempting to confirm their online appointments. Some have even mentioned waiting several minutes for the confirmation screen to appear, leading to frustration and abandoned bookings. The system’s sluggishness is particularly noticeable during peak hours between 8am – 9am when multiple users try booking appointments simultaneously.

The big problem

Slow response time: The primary issue is the slow response time in the online appointment booking system, leading to user frustration and abandoned bookings

Sub problems

Peak hour bottlenecks: The system experiences a significant peak-hour slowdown, indicating potential scalability issues
Delayed confirmation: Patients must wait several minutes for a confirmation screen to appear, which could point to inefficient processing of booking requests
User experience: Frustrated users may lose faith in the system or the GP surgery, possibly affecting its reputation
Abandoned bookings: The slow system is causing patients to abandon their appointments, meaning they are not seeking help with their health

Example 2: Low employee morale and high turnover rates in a sales team

A medium-sized company specialising in consumer electronics is experiencing high turnover rates in its sales team. Employee morale is notably low, and several exit interviews reveal that team members feel undervalued and overstressed. Sales targets are frequently unmet, and the remaining team members feel demoralised by the constant departures. Management is concerned that this ongoing issue may start affecting the overall performance and reputation of the company.

The big problem

Low employee morale and high turnover: The core issue is the high employee turnover rate and declining morale, which affects both team performance and the company’s reputation

Sub problems

Unrealistic sales targets: Employees feel that the sales goals set by management are too challenging to achieve, causing stress
Lack of support: There is a feeling among team members that they lack the necessary support and resources to perform well
Poor work-life balance: Long working hours and high stress levels contribute to an imbalanced work-life equation
Team cohesion: The frequent departures disrupt team cohesion, affecting collaborative efforts and reducing overall productivity

In this case, problems like low morale, unrealistic targets, and lack of emotional support are largely cultural and psychological issues and can’t be directly solved with software
Some software solutions may exist to help, such as project management, or somewhere to record and analyse why employees are leaving
But the big problem requires human-centric solutions like revised management practices, team-building exercises, and counselling services

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