Technique 2.94 One-Day Answers
Introduction
This involves stating what you know about your problem in any point in the process. It helps understanding what is emerging and what is still unknown, ie current best analysis of the situation (including best guess at possible solutions iterating between evolving work plans and analysis). This allows to focus resources on where the biggest gaps are in the problem-solving and to stop analysis in the least productive areas.
Structure (situation-observation-resolution)
"...1. Start with a short description of the situation that prevails at the outset of problem-solving.
2. A set of observations or complications around the situation that creates a tension or dynamic that captures the problem. This is typically what changed, or what went wrong and created the problem.
3. The best idea of the implication for resolution of the problem that you might have right now. At the beginning this will be rough and speculative. Later it will be more refined idea that answers the question, "what should we do..."
Charles Conn et al 2018
| One Day Answer | Is this | Is not this |
| 1. Situation | The problem or opportunity at the core of the decision-maker's dilemma | Issue history or masses of data, fact, etc unrelated to the core opportunity/problem |
| 2. Observation | The crucial insight or leverage point that is emerging | Vague description of the complication ( rehash of problem statement) |
| 3. Implication | The logical high ground Implied set of actions Options we see at this point |
The one and only answer Unsupported prejudices or preconceived idea is not related to steps 1 and 2 |
NB Need to follow the sequence, ie situation to observation to implication
