The Problem Problem
The Right Start Makes All the Difference
"Oh no! The check-engine light is on! It keeps going on and I don't want to see that annoying symbol! What should I do?" I see three options that don't involve having to look at it flashing at you:
- Bite the bullet and take it to the garage to be looked at,
- Use a handy code-reader, to see what you're likely dealing with and decide from there is something to fix or if you can just "clear the codes" for now, or
- Apply a little electrical or duct tape over top of it, so you don't have to keep seeing it.
All 3 options take care of the annoyance of check-engine light; not all solutions address the underlying problem. "Symptom solved" isn't a common expression.
In the early 2000s, Netflix faced a crossroads: DVD rentals were fading as digital tech exploded. They had choices—double down on DVDs, pivot to something new, or fold. Instead of choosing the easy path, they decided to redefine the problem: not “sell more DVDs,” but “deliver entertainment instantly in a digital world.” This led to streaming, turning Netflix into a titan. Choices are options you’re handed; decisions are deliberate, grounded in clear reasoning. You can’t control outcomes—streaming could’ve flopped—but you can control what your decisions are based on. We’ve learned to pause reflexes, compound small moments, build rituals, balance time frames, and clear assumptions and biases. Chapter 4 of Shane Parrish’s Clear Thinking shows that defining the problem right is the first step to deciding on solutions, not just choosing them, for game-changing ripples.
Define the Problem: Decide, Don’t Just Choose
Most decisions fail because we tackle symptoms, not root causes. Choices are the options in front of you—like picking a dish from a menu. Decisions are intentional, based on defining the problem: “What do I really want, and what’s stopping me?” or “What would need to be true for this problem not to exist?” Netflix didn’t choose between more DVDs or ads; they decided to solve instant entertainment, focusing on the core issue. In daily life, imagine a coffee shop owner seeing fewer customers. They could choose to spend on ads, assuming it’s a marketing issue. But deciding starts with asking, “What’s the real problem?”—revealing outdated decor pushing patrons away.
Parrish goes so far as to suggest separating the determination of the problem (defining the issue) from a time to come up with a solution. Upon reflection, it makes perfect sense: as soon as I think I know what the problem I want to solve is, I'll start come with a solution. Or, to rephrase more accurately, as soon as I determine a solution I like, I'll be sure it "checks the boxes" of how I currently understand the problem. What's insidious about this, is that it often works out.
By scheduling a future "solution session", I have no incentive to come with a solution immediately, I'm much more content to find the actual root cause, not my ready-made solution. In my experience, when I'm a room full of smart people and a problem is presented, everyone has a solution. The question remains: does the solution solve the right problem? We choose too quickly when we assume the problem.
In The Psychology of Money, Morgan Housel describes how 2008 speculators chose to flip houses, defining their problem as “get rich quick” instead of “find affordable homes.” They couldn’t control the market crash, but their flawed reasoning led to unaffordable, high risk, highly leveraged mortgages. Defining the problem builds on our ABCs of Impact—reverse-engineering assumptions (e.g., “ads fix sales”) and biases (e.g., status quo clinging to old decor)—to decide on solutions with clarity, like a pause before eating that butter tart, in a previous post, stacking the odds for impact.
Take a Minute: Think of a recent challenge where you picked an option quickly. What symptom did you address, and what might the real problem be?
Ask the Right Questions: Uncover the Truth
Anyone who knows me or has worked with me for any length of time, knows that I love good questions. I have always liked them, but it was brought home for me with an off-hand remark our CTO made shortly after I started working where I am now. We were debating how we should implement a feature for our software. After numerous meetings among engineers and managers we needed to present something to him. We weren't sure what the final solution should be and he was happy to provide some input. After 10 or 15 minutes of bantering back and forth with great, but very disparate ideas, he paused the discussion and, after acknowledging the choices that would handle the technical requirements, he asked a simple question: which solution will give the best user-experience? Boom. Now we could go beyond simply choosing a solution to deciding on a solution. Even if the feature flopped and the outcome of the development was not what we'd hoped for, we would always know why we went the direction we did -- it was a real decision, with a deliberate criteria.
Parrish says to ask probing questions like “Why does this happen?” or “What’s the root cause?” This echoes first principles from ABCs of Impact, stripping away assumptions to find truth. A freelancer might choose a new app to manage time, thinking they’re disorganized. But asking “Why am I late?” reveals overbooking clients, not poor scheduling. Deciding to take fewer, high-value projects boosts income and cuts stress—you can’t control client demands, but you can control your reasoning. Netflix asked, “Why are rentals declining?”—realizing customers wanted instant access, not discs, leading to a deliberate streaming decision.
Housel points out, as do many authors, that Warren Buffett buys undervalued companies, not catering to market trends. He may not cash in on some trends, but he is more likely to avoid the "bubble" traps. In fact, Parrish points out that Buffet was thought to have "lost his touch" when he was so late getting into the "dot-com" boom in the 1990's. "Why would would I invest this company?", "Do I understand the industry enough to know it's actual value?" Like a morning ritual prioritizing high-value tasks, these questions slow you down to see clearly, ensuring small moments—like picking a client or strategy—are deliberate decisions, not reactive choices. This balances quick fixes with long-term goals.
Take a Minute: What’s a decision you’re facing? What one question could help you define the real problem to decide, not just choose?
Make "Defining the Problem" a Habit
Parrish suggests making problem definition a ritual, like a pre-decision pause, asking, “What’s the core issue?” every time. This compounds small decisions into big wins, like your career-sparking chat or gym clothes rule. A school principal might choose new lesson plans for low student engagement, assuming teachers are the issue. Asking, “Why aren’t kids engaged?” reveals outdated materials. Deciding to switch to interactive tools boosts learning, creating ripples—you can’t control student reactions, but you can control your process. Buffett defined his problem as “find lasting value,” not “beat the market,” building billions through reasoned decisions.
This builds on our butterfly effect from The Hidden Power of Small Moments—one clear decision sparks massive impact. It also ties to Building Momentum, turning clarity into a habit like your priority-setting ritual. Next, we’ll explore how to execute decisions with precision and a safety net for even bigger wins.
Take a Minute: What’s one decision or challenge this week where you’ll pause to define the root problem and decide on a solution for maximum impact?
Clear Decisions, Big Impact
Small moments—a career chat, a workout ritual, a "butter tart pause", a balanced choice—shape your life. Defining the problem, like Netflix’s streaming pivot or Buffett’s value-focused investing, ensures you decide on solutions, not just choose options, grounding your decisions in truth. Parrish’s Clear Thinking shows that by asking, “What’s the real issue?” you avoid defaults and spark extraordinary ripples. Housel’s The Psychology of Money reminds us that while outcomes aren’t guaranteed, clear reasoning—like dodging 2008’s bubble traps—stacks the odds for lasting impact. What’s one small moment you’ll rethink this week to nail the problem and shape your future?
Pause, But Don't Stop! Look for an opportunity this week to chose an option or decided on a solution by defining problem well, or asking, “What’s the real issue?” I'd love to hear about it! Feel free to revisit my posts on pausing, rituals, or clarity to keep stacking the odds, and let’s make every decision count and keep aiming up!
