The Structure of Problem Solving: 9 Layers Behind Reactions and Excavation Techniques

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Introduction

Troubles, interpersonal conflicts, misunderstandings, and work mistakes.

When you hold your head in your hands wondering, "Why did this happen?"
what is actually there is not "emotion" but "structure."

In this article, I will introduce a 9-layer framework that can be used when problems occur, along with thinking tools (vertical/lateral thinking) to dig into them,
and a PDCA cycle set to connect to recurrence prevention and improvement.

■ 9 Layers for Problem Solving

0. Latent Structure: Perspective, Viewpoint, Circle of Concern, Comfort Zone

• Perspective: "The limits of the information that was visible"
• Viewpoint: "From what position/emotion was the situation viewed?"
• Circle of Concern: "What were you paying attention to or obsessed with?"
• Comfort Zone: "Where is it safe (or conversely, uncomfortable)?"

→ To begin with, what existed as a "premise" from the start?

1. Perception

└ Which stimuli (information, words, facial expressions) were picked up, and what was ignored?

2. Cognition

└ What kind of meaning or judgment was applied? (= activation of schema)

3. Comfort Zone Reaction

└ Was it something that threatened your "safety zone"?

4. Emotional Reaction

└ As a result, what emotions were born? (Anger, anxiety, shame...)

5. Metacognition

└ At what point were you able to notice your own reaction structure? (Or were you unable to notice it?)

6. Re-recognition of the Circle of Concern

└ Were you able to identify what you are prone to overreacting to?

7. Circle of Influence Judgment

　└ Is this something I can change myself? Or is it 'others/the environment'?

8. Anger Control / Behavioral Regulation

　└ Ultimately, 'what kind of response did I choose?'
　　→ Reflex or choice? Reaction or response?

■ 'Excavation Tools' for Problem Solving: Two Types of Thinking

Vertical Thinking: Digging Deep

• By repeating 'Why?', you reach the source of the reaction (unconscious, values, past)
• A technique for discovering 'structural causes' rather than superficial ones

Lateral Thinking: Shifting Perspectives

• Re-questioning, 'Was that even the problem in the first place?'
• Re-examining the entire structure from other perspectives, reverse perspectives, future perspectives, or meta-perspectives
• A technique for discovering 'alternative solutions' such as misunderstandings, misalignments, misinterpretations, or emotional displacement

■ Mental Level: Depth of Digging × Flexibility of Perspective

⸻

The resolution of a problem is determined by the individual's mental level.

• Depth (Vertical): How far can you dig?
　→ The ability to accurately grasp one's own inner self
• Flexibility (Lateral): How far can you shift your perspective?
　→ The ability to detach from fixed ideas and assumptions

■ Using it for Improvement: PDCA Cycle (Specialized Version)

• P (Plan): How will I respond when the same situation occurs next time?
• D (Do): Take actual action
• C (Check): Reflect using the '0-8' steps above
• A (Act): Correct the misalignment and optimize actions and perspectives

■ Summary: Problems are structures. Solving is exploration.

Problem solving is not about finding culprits or emotional outbursts;
it is the work of re-examining structures and redesigning choices.

Introspection is a tool for analyzing past reactions.
Problem solving is the technique for applying that to the future.

■ Case Analysis: With Real-world Examples

Example: I felt annoyed when my boss sighed during a meeting

0. Potential Structure
• Field of Vision: Was focused intensely on the boss's expression and voice
• Perspective: Viewed the meeting as someone 'being evaluated'
• Circle of Concern: Was strongly focused on 'whether I would be rejected'
• Comfort Zone: A defensive perimeter of 'fear of being rejected'

1. Perception
• Caught only the boss's sigh (ignored other members' expressions, etc.)

2. Cognition
• Interpreted it as 'This is because they are annoyed by my statement'

3. Comfort Zone Reaction
• Felt 'See, I am being rejected' → Sense of security collapses

4. Emotional Reaction
• Discomfort, anger, and shame arise → Felt annoyed and went silent

5. Metacognition
• No awareness at the time, realized later 'I was angry'

6. Re-recognition of Circle of Concern
• Realized I am hypersensitive to 'being scolded/being looked down upon'

7. Circle of Influence Judgment
• 'The boss's sigh' cannot be controlled by me
• 'My way of receiving it' can be changed

8. Anger Control
• Decided to check 'What is the sigh about?' next time

Introspection (C)
→ Discovered that 'overreacting to rejection' was a pattern

Applying to PDCA
• P (Plan): 'Do not take reactions straight in the next meeting'
• D (Do): Practice
• C (Check): Reflect on '0-8' as done this time
• A (Act): Adjust to 'shift focus from others' evaluation to achieving the goal'

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