Problem Solving (Part 1): Understanding the Type of Problem You’re Facing

Leaders solve problems every single day.

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Some are small.
Some are urgent.
Some are predictable.
Some are messy and unclear.

But here’s what most leaders miss:

Not all problems are the same.

One of the most helpful lessons from FM 6-0 (Commander and Staff Organization and Operations) is this:

Before you try to solve a problem, you must first understand what type of problem you’re dealing with.

Because the structure of the problem determines the approach.

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What Is a Problem?

According to Army doctrine, a problem is:

An issue or obstacle that makes it difficult to achieve a desired goal or end state.

Simple definition. Powerful implications.

If you’re not reaching your desired end state, something is interfering. That interference is the problem.

The complexity of that interference determines whether the problem is:

• Well-structured

• Medium-structured

• Ill-structured

Understanding that distinction is leadership maturity.

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Well-Structured Problems

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These are the most straightforward.

Well-structured problems:

• Are easy to identify

• Have required information available

• Have relatively obvious solution methods

• Have verifiable solutions

They may still be difficult—but they are clear.

Examples:

In Education

• A scheduling conflict

• A grading calculation error

• A bus transportation issue

• A technology malfunction

In Coaching

• Incorrect player alignment

• Practice timing adjustments

• Equipment logistics

In Business

• Budget math

• Supply chain tracking

• Deadline planning

• Project timelines

You know what the problem is.
You know what “done” looks like.
You just need to execute.

For these problems, leaders rely on experience, checklists, procedures, or standard operating processes.

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Medium-Structured Problems

Now things get more complicated.

Medium-structured problems:

• Are more interactively complex

• Have multiple variables

• Require judgment

• Have more than one possible solution

• Involve disagreement about how to apply principles

The end state may be clear—but how to get there isn’t.

Examples:

In Education

• Improving student engagement

• Addressing behavior patterns

• Raising overall academic performance

• Implementing a new curriculum

In Coaching

• Designing a defensive strategy

• Managing team chemistry

• Adjusting scheme to opponent strengths

In Business

• Entering a new market

• Reorganizing departments

• Responding to competitive pressure

Leaders may agree on the goal—but disagree on the path.

These problems require iteration. Discussion. Adjustment. Sometimes multiple attempts.

There is no formula that works every time.

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Ill-Structured Problems

These are the hardest.

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Ill-structured problems are:

• Complex

• Nonlinear

• Dynamic

• Constantly evolving

• Difficult to define clearly

• Disagreed upon in terms of both solution and end state

With ill-structured problems, leaders may not even agree on:

• What the real problem is

• What success looks like

• Whether the end state is achievable

Examples:

In Education

• Culture decline

• Community distrust

• Chronic absenteeism

• Long-term performance gaps

In Coaching

• A losing program identity crisis

• Deep internal conflict

• Rebuilding team standards

In Business

• Brand erosion

• Organizational collapse

• Market disruption

• Ethical breakdown

These problems require design thinking, reflection, reframing, and deeper analysis before jumping to solutions.

If you try to apply a checklist to an ill-structured problem, you’ll fail.

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Why This Matters

Many leadership failures don’t come from poor effort.

They come from misidentifying the problem structure.

Leaders treat:

• Ill-structured problems like well-structured ones

• Medium problems like quick fixes

• Complex issues like math equations

And when the solution doesn’t work, frustration grows.

The first step in problem solving is not solving.

It’s diagnosing.

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Not Every Problem Needs a 10-Page Plan

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Doctrine makes another critical point:

Not all problems require lengthy analysis.

Some problems can be solved quickly using experience.

Others require a systematic approach.

The real objective isn’t just solving the near-term issue.
It’s solving it in a way that supports long-term success.

Quick fixes that create bigger problems later are not leadership wins.

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Final Thought

Problem solving is not about being the smartest person in the room.

It’s about asking the right question first:

What kind of problem am I dealing with?

Well-structured?
Medium-structured?
Ill-structured?

Once you understand the structure, the path forward becomes clearer.

In the next post, we’ll walk through the Army’s systematic approach to solving well- and medium-structured problems—and how you can apply it in education, coaching, and business.

Because better problem-solving builds better leaders.

Teach it. Coach it. Lead.
JVD

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Sources & Credits

Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, and ADRP 5-0 regarding problem structure and design methodology.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.