[Column 31] The concept of untangling a "mixed-up problem"

When I receive management consultations,
"I don't know what the problem is"
is a phrase I often hear.
Sales are not growing.
The organization is not running smoothly.
New initiatives are not progressing.
As I listen to the situation,
in many cases, there is never just one problem.
Several factors overlap,
making it difficult to organize.
I sometimes feel that this is
a "mixed-up state."

Problems do not exist in isolation

For example, a consultation about a new business.
On the surface,
it looks like the worry of
"not knowing if it will sell."
However, as we organize it,
・The customer profile is vague to begin with
・There is hesitation regarding pricing
・Internal priorities have not been decided
・Cannot judge whether to invest
several themes may be overlapping.
Furthermore,
・Anxiety about not wanting to fail
・Expectations from those around you
・Past success experiences
・Pressure regarding funds
emotional elements are also added.
In this way,
problems,
emotions,
judgments,
and information
become one,
making it difficult to think clearly.

Parts that can be analyzed and parts that can only be understood by trying

Many management themes contain
both parts that can be thought through if organized, and
parts that cannot be understood unless you try them.
For example, "price review."
Costs and profit margins can be calculated.
Competitor prices can also be researched.
On the other hand,
how customers feel,
the impact on the brand,
and ease of sales
are often things you cannot know until you actually try them.
If you try to decide everything through analysis,
you will only end up with more information.
Conversely, if you decide everything based on intuition,
the risk becomes greater.
That is precisely why
it is important to separate and organize
the parts to think about
and the parts to test.

It is hard to move when things are mixed up

If problems remain mixed up,
it becomes easy to fall into a state where
you don't know what to think about first,
you cannot be confident in your judgment,
or you miss the timing to act.
On the other hand,
・What can be thought about now?
・What can only be understood by trying?
Just by organizing these points,
the next step becomes easier to see.

It is easier to move forward if you break things down into small pieces

For example,
・Set a tentative price
・Test in a small range
・Offer it on a limited basis
By proceeding in small, segmented steps like this,
the information you gain increases.
By seeing actual reactions,
the next judgment becomes easier to make.
You don't need to decide everything from the start.
It is also possible to adjust as you go.

The role of a manager

In management,
rather than trying to solve all problems at once,
it is sometimes important to organize the mixed-up elements
and face them in order.
Thinking and testing.
While going back and forth between both,
gradually increasing the resolution.
I believe that this process itself
improves the quality of decision-making.

The more a theme does not have an immediate answer,
the more elements are overlapping.
Untangling a mixed-up state.
That, too,
might be one of the jobs of management.

※This article is reconstructed based on multiple support experiences.
It is not related to any actual companies or individuals.

📩 A "simple check" for when you are hesitant about a decision

Are you currently in any of the following states?
□ Even though you decided, there is still some sense of discomfort
□ You have a desire to correct it, but you cannot put into words what is holding you back
□ You cannot consult with those around you and continue to think alone
□ Your thinking has stopped at "should I go back, or should I continue as is?"
□ The same hesitation is repeated every time you make a judgment
If two or more apply to you,
it is not a problem of ability or experience,
but perhaps a state where the premises of your judgment are not organized.I do not "teach the correct answer,"
but rather provide support to

create a state where the manager can make their own judgments.In a 60-minute brainstorming session, ・The premises you are currently setting
・The options that truly remain
・Risks you cannot see
・The next realistic move you can take
we will organize these by putting them into words together.
Whether to re-decide or not
is fine to think about after organizing.
First, why not try taking what is in your head and putting it out?
👉 Click here for inquiries

https://jissenstrategy.com/contact
✉ info@jissenstrategy.com

Atsushi Kumagai
Practical Management Advisor / SME Management Consultant

Handles over 400 management consultations per year.
Focusing on successors within 3 years of succession, founders, and second-generation entrepreneurs,
I provide hands-on support to create a state where you can "think, decide, and act" in the field.

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