# Selecting a Problem to Study By:: [[Ross Jackson]] 2022-09-03 The world is filled with problems. Organizations, as well, have their fair share of challenges. It is not uncommon for analysts to wait for management to assign them a problem to study. This approach has the merit that one is certain that one’s [[work]] aligns with the strategic direction of the organization. However, waiting to be assigned a problem to analyze suffers from a few demerits as well. First, the approach is reactive rather than proactive. Second, there is a delay as the task is coordinated through the organizational [[bureaucracy]]. Lastly, the analyst functions as a [[Mind the technocratic gap|technocrat]] rather than an autonomous-thinking person. A different approach is possible. Analysts can select a problem to study. Doing so engenders some risk. Perhaps the biggest risk is that analysts could pursue a problem to study that the administrators of the organization do not value. This would result in management viewing the analyst’s investment of company resources as a waste of time. If an analyst is to select one’s organizational problem to study, there are some things to consider. For this post, only three elements will be examined. First, one should determine the degree to which the selected problem is consequential. If the issue is of little organizational consequence, it probably isn’t worth the time to study it, even if one finds the topic interesting. Second, one should examine if the problem is amenable to analysis. There are plenty of consequential concerns that don’t necessarily lend themselves to being assessed analytically. In addition to being consequential, the selected problem should also be analyzable. Lastly, assuming one addressed these two concerns, one should determine if the results will be compelling to those responsible for decisions. If the problem is consequential, it is amenable to analysis, and the results will be compelling for action, then an analyst has likely found a topic worthy of study. Simply doing what one is told to do is safe. Taking initiative to define and solve one’s problems is risky. By selecting a problem to study, analysts convey to management that in addition to technical acumen one can find [[creative]] ways to add value to the organization. As one moves from being a technocrat who is assigned tasks to a partner in strategic problem solving, one can create space for greater authenticity and fulfillment. #### Related Items [[Problem Solving]] [[Analytics]] [[Organizational Analytics]] [[Management]] [[Authenticity]] [[Technocrats]] [[Strategy]]