A primer on AI and Problem Solving

AI should never replace problem-solving, as problem-solving is a truly human skill, or a combination of skills, that is an act of discovery. However, AI can act as a great co-intelligence, helping us broaden our perspective, challenge our logic, or simply get unstuck when our wheels are spinning. In this course, we outline how AI can be used within your problem-solving, walk through a specific example, and share various prompts that you can use to get your problem-solving started.

 

 

My problem:

I will describe my problem, and then I will give you prompts with specific instructions about this problem. 

We want to work on product development innovations that are a long way off, likely to take 3 years to develop. We’re a small company and don’t have a lot of excess resources. Most of the resources are tied to current-year projects that have clear objectives and returns, and then those same resources are challenged to take on cost-reduction and component-replacement projects, sometimes on an emergency basis, further distracting them from any long-term focus. We’ve been struggling with this for a few years and need to find a way to get some dedicated efforts on high-risk, high-reward product innovation.

Problem statement from coach:

Act as a problem-solving coach specializing in problem framing techniques. I need help crafting effective problem statements for [describe your situation/challenge here].

Please provide:

Two narrowly-scoped problem statements (focusing on specific, immediate issues with clear boundaries)Two broadly-scoped problem statements (addressing systemic issues, root causes, or multiple stakeholder perspectives)

For each problem statement, briefly note:

Key assumptions it makesWhat it includes vs. excludes from consideration

Finally, recommend which problem statement would be most effective to pursue, explaining your reasoning based on factors like feasibility, impact, and resource requirements.

Problem statement from SME:

Now adopt the perspective of an expert in [specify domain: e.g., product development, operations, customer experience, finance, etc.].

Using this expertise, create new problem statements for the same situation:

Two narrowly-scoped problem statements from this domain’s viewpointTwo broadly-scoped problem statements from this domain’s viewpoint

For each statement, note how this domain’s perspective shapes what seems important or urgent.

Then briefly explain:

How these problem statements differ from the previous coach’s perspectiveWhat unique insights this domain expertise brings to understanding the problemWhether this new perspective changes which problem statement you’d recommend pursuing

Root cause from coach:

Act as a problem-solving coach specializing in diagnostic techniques. Based on the problem statement we selected: [insert chosen problem statement here]

Help me investigate this problem by recommending:

Three distinct methods for understanding the current state, root cause or causes, or the cause and effect. 

For each method, provide:

Brief description of how to implement itWhat specific information it will reveal about our problemTime/resource requirements (low, medium, high)Potential blind spots or limitations

Finally, recommend a sequence for using these methods (which to do first, second, third) and explain how they build on each other to create a comprehensive understanding.

Root cause from SME:

Act as a subject matter expert in [specify domain relevant to your problem]. Based on our current state analysis of: [insert problem statement and key findings from current state investigation]

Identify potential causes and contributing factors for this problem:

Provide 4-6 potential causes organized by type:

Root causes (fundamental issues that, if fixed, would eliminate the problem)Contributing factors (conditions that worsen or accelerate the problem)Triggering events (specific incidents that make the problem visible)

For each potential cause, specify:

Evidence level: Strong/Moderate/Weak (based on how well it fits the current state data)Sphere of influence: What this cause directly affects (people, processes, technology, etc.)Testable hypothesis: A specific “If X is truly a cause, then we should observe Y” statementQuick validation method: One concrete way to test this hypothesis within 1-2 weeks

Note any causes that might be interconnected or have cascading effects.

Do not provide solutions at this stage—focus only on understanding causation.

Ideation from SME:

Act as a subject matter expert in [specify domain]. Based on the validated causes we identified: [list 2-3 key causes from previous analysis]

Generate a diverse solution portfolio organized into these categories:

Immediate/Incremental Solutions (2-3)Can be implemented within 30 daysRequire minimal resources or approvalsAddress symptoms or contributing factors Systemic/Comprehensive Solutions (2-3)Address root causesRequire significant time/resources/change managementCreate lasting structural change “Obvious but Problematic” Solutions (2)Solutions that seem logical but have hidden flawsInclude why they’re tempting and what makes them problematic Creative/Unconventional Solutions (2-3)Challenge assumptions about what’s possibleMay require paradigm shifts or new capabilitiesInclude at least one “wild card” idea

For each solution provide:

Which cause(s) it addresses (specific reference to your causal analysis)How it interrupts the causal chain (mechanism of action)Implementation complexity: Simple/Moderate/ComplexKey dependency or risk: The one factor that could make or break this solution

Finally, note which solutions could be combined for synergistic effects.

Ideation from another source:

Act as an expert on innovative business strategies. For our problem: [insert problem statement], explore how different companies’ signature approaches might offer unique solutions.

Select 4-5 companies from different categories below that are most relevant to your problem:

Category A: Customer Experience Masters

Disney (emotional engagement, experience design)Chick-fil-A (service excellence, operational simplicity)Apple (user-centric design, premium positioning)

Category B: Scale & Efficiency Innovators

Amazon (customer obsession, long-term thinking, automation)Netflix (data-driven personalization, disruption)Google (technical excellence, moonshot thinking)

Category C: Innovation Process Leaders

3M (systematic innovation, 15% time)IDEO (design thinking, rapid prototyping)Procter & Gamble (consumer research, brand building)

For each company you select, provide:

Core principle they’d apply (their signature strength relevant to this problem)Specific solution approach (how they’d tackle it using their methodology)Unique metric they’d track (what KPI would matter most to them)Trade-off they’d accept (what they’d sacrifice to maintain their principles)

Conclude with:

Which company’s approach best fits your organizational cultureWhich elements could be combined into a hybrid approachWhat capability gaps you’d need to close to implement these approaches

 

OR –

Act as an expert on problem-solving methodologies and thinking styles. For our problem: [insert problem statement], explore how different archetypal problem-solving approaches might offer unique insights.

Choose 3-4 figures from different categories below whose thinking style best matches your problem type:

Category A: Systematic Experimenters

Thomas Edison (iterative testing, “99% perspiration”)MacGyver (resourcefulness, working with constraints)

Category B: Theoretical/First Principles Thinkers

Albert Einstein (thought experiments, reframing assumptions)Aristotle (logical categorization, systematic analysis)

Category C: Critical Questioners

Socrates (questioning assumptions, exposing contradictions)Sherlock Holmes (deductive reasoning, observing overlooked details)

Category D: Lateral/Creative Thinkers

Mark Twain (humor to reveal absurdity, common sense wisdom)Leonardo da Vinci (interdisciplinary connections, visual thinking)

For each figure you select, provide:

Core thinking pattern: Their signature cognitive approachKey question they’d ask: The first thing they’d want to knowUnconventional method they’d use: Their unique investigative techniqueBlind spot they’d have: What their approach might missOne specific tactic: A concrete action inspired by their method that you could actually implement

Synthesis: Identify which thinking style is most absent from your organization’s typical approach and explain how incorporating it might unlock new solutions.

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