Solving Tough Problems | Adam Kahane

Summary of: Solving Tough Problems: An Open Way of Talking, Listening, and Creating New Realities
By: Adam Kahane


Dive into the world of complex problem-solving with the book summary of ‘Solving Tough Problems: An Open Way of Talking, Listening, and Creating New Realities’ by Adam Kahane. Learn how to navigate problems involving dynamic, generative, and social complexity, and understand the importance of open listening. Find out how Royal Dutch/Shell used scenario analysis to improve their strategic thinking and become more adaptable to change. Discover various listening styles, their effectiveness in problem-solving, and how to effectively engage with others for better results. Kahane’s insightful approach will change your perspective on resolving high-stakes, complex issues and pave the way for a more open-minded, collaborative approach to solving problems.

Solving Complex Problems with Peace

In today’s complex and violent world, finding peaceful solutions to high-stakes and complicated problems is a pressing issue. While straightforward issues can be handled by authoritative leaders, more complex problems with multiple parties involved require a different approach. Experts have identified three distinct categories of complex problems, which require creative solutions and strategic thinking to solve without resorting to violence or force.

Dynamic Complexity and Its Impact

Dynamic complexity refers to the interdependence of time and space and the cause and effect relationship, which presents limited negotiation opportunities. It can be challenging to identify the root cause of a problem with high dynamic complexity as it may have originated from a distant time and place. A case in point is how the devaluation of Japan’s yen had far-reaching effects on China’s standard of living. Understanding dynamic complexity is crucial in comprehending the intricate relationships between events and their consequences.

Problem-solving in High and Low Generative Complexity

When dealing with high generative problems, predicting future outcomes becomes difficult. This is the case in new states or those headed towards civil war. However, low generative complexity problems possess recognizable structures or traditional familial rules that ensure easy problem-solving.

Solving Complex Problems

Simple solutions for low social complexity problems are achievable due to shared values and common perspectives. High social complexity problems, however, involve multiple parties with varying views and values, making solutions difficult to find. These problems cannot be resolved by external authorities, and participants must work toward a solution together.

Strategic Thinking through Scenario Analysis

Learn how the Royal Dutch/Shell Group of Companies used scenario analysis to develop flexible and sensitive managers by observing the world with a broad perspective and identifying emerging trends. This allowed them to react quickly and challenge conventional wisdom for better future outcomes.

The Royal Dutch/Shell Group of Companies used complex problem-solving scenarios that stimulated their strategic thinking. With an uncertain future full of unpredictable possibilities, the managers tried to stay alert and identify any changes in the variables that could affect their business environment over the long term.

To achieve this, managers were taught to observe the world with a broad perspective and identify emerging trends. Gathering information from books, periodicals, seminars, and research firms, they talked to experts, commentators, scientists, journalists, and business people, evaluating the global business landscape’s various aspects. Such factors included growing automobile use in various localities, changing nation-states, shifting oil economics, and international trade or environmental concerns.

In one project, Strategic planners developed two scenarios and presented their scenarios in meetings with company managers around the world. Local managers evaluated the scenarios in light of their markets’ strength and weaknesses, helping managers become more flexible and sensitive to changes. The scenario analysis process challenged their conventional wisdom, enabling them to react faster than the competition.

The planners recognized that each trend produced an opposite trend, and every problem posed a solution that produced a new problem. Every argument produced a rebuttal, leading to the understanding that scenario analysis could be applied to various problems that affect organizational strategies, emerging nations, or even nations undergoing fundamental internal changes.

The managers learned how to see, hear, open up, and include the humanity of all stakeholders and themselves, and they could not develop creative solutions to complex human problems unless they could do so. Thus, the company’s scenario analysis approach in identifying emerging trends was an effective tool that developed flexible, sensitive, and creative managers who could challenge conventional wisdom for better future outcomes.

Scenario Analysis: A Pathway to Tackling Complex Problems

The process of scenario analysis involves creating a group of people who represent all possible perspectives on a problem, and separating them into smaller groups to discuss the most plausible, rational events that could happen and shape the future. It is important to focus on what logically could happen, rather than what one wants to happen, in order to improve the ability to adapt to new challenges or understand what could happen in the future. Scenario analysis can influence and alter outcomes, and participants may feel empowered to create and even change the future. However, the future is difficult to predict because the same people trying to build it can also change it. To improve the chances of finding a solution to complex problems, it is necessary to engage involved, sympathetic participants and work with big picture realistic events that could happen in the near future. Finally, the basis for all creativity is open listening, which is important in business, engineering, and politics.

Effective Listening in Scenario Analysis

Effective listening is crucial for scenario analysis to work in resolving complex issues. The involved parties need to be willing to listen and talk with an open mind. There are four essential forms of listening, including Downloading, Debating, Reflective Dialogue, and Generative Dialogue. Downloading involves listening only for confirmation of our beliefs while debating is objective listening lacking creativity. Reflective Dialogue is subjective listening that helps you understand the other person’s perspective while Generative Dialogue is the most empathetic form of listening, allowing you to put yourself in the speaker’s place.

Want to read the full book summary?

Leave a Reply

Your email address will not be published. Required fields are marked *

Fill out this field
Fill out this field
Please enter a valid email address.
You need to agree with the terms to proceed