Complex Problem Solving: From Ambiguity to Solution Design

Abstract

With the fast growing spread of artificial intelligence (AI), everyone with access to it is increasingly using it. Despite the advantages of using AI in terms of efficiency, there is some downside to such dynamics. Complex problems remain complex for a reason, and such suggests a call into practical wisdom and complex problem-solving skills. Moreover technology is triggering cognitive decline for some extent, which also adds to the need to keep what makes us humans in terms of decision making in complex contexts. This paper presents an integrated framework for strategic problem solving based on problem definition, goal setting, Ishikawa diagrams, problem trees, and solution trees. The framework is designed to support decision-makers facing complex and uncertain environments – the new normal. Drawing on systems thinking, critical thinking, the Cynefin framework, root-cause analysis, and organizational change theory, the paper presents a structured methodology rooted on the Theory of Constraints for moving from symptoms to root causes and from desirable outcomes to solution design. A well known strategic management case study is used as a pedagogical example to illustrate how strategic challenges can be framed, analysed, and resolved. The paper argues that effective strategic problem-solving skills requires not only analytical rigor but also stakeholder engagement, awareness of cognitive biases, before disciplined implementation. The proposed framework is particularly relevant for higher education, management practice, public administration, and innovation-oriented organizations, where a VUCA world challenges decision makers, managers, and leaders, or educators on their daily jobs.

Keywords: Complex Problem Solving, Critical Thinking, Decision Making, Root-Cause Analysis, Solution Design, Strategic Thinking

DOI: 10.54941/ahfe1008124