International Encyclopedia of Systems and Cybernetics

A ill-defined or messy situation or issue, which must be understood, decided-on and managed.

This is one of the most over-used word in our time.

But, to begin with, what does it mean? And, more specifically, what does it mean for systemists?

It seems to be generally accepted that a problem is a conflictive situation that should be somehow changed and "solved". We thus have "problem solving" and problem solvers. A leaky faucet can be a problem, but is is obviously not in the same class as the world stock and distribution of nuclear bombs or the drying up of the Aral Sea.

For cyberneticians "a la WIENER" a faulty or inefficient control is a problem, while for a cybernetician "a la von FOERSTER" misunderstanding of so-called facts by observers is one, or for G. PASK it could be a confusing conversation.

For systemists "a la FORRESTER" it could be an incorrect model for systems dynamics, or for van GIGCH, a result of the neglect of the metasystem conditions, or for networking fans, an insufficient understanding of the network and of its possibly chaotic behavior.

We need not select our pet type of problem. We should understand that all the signaled types of problems – and many others – are frequently intertwined.

The very important general result of this situation is that we are always facing the following dangers:

- Forget that a problem has generally many facets. In the somewhat overdone definition by C.W. CHURCHMAN: "Something is a problem if and only if it is a member of the set of all other problems" (As quoted by I.I. MITROFF and H.A. LINSTONE, 1993, p.109).

- Try to apply partialized solutions to complex problems

- Remain inoperant because we cannot make up our mind in order to seek at least some solution, even if not optimal.

Solving a problem must not be restricted to purely linear deterministic methods. There may be good reasons to try to solve the problem in various ways. In many cases, creative insights may well deeply modify the terms of the problem and offer help to manage it.

Various recent systemic methodologies are tackling the "problem of understanding, managing or solving problems" as for example Unbounded System Thinking (I.I. MITROFF and H.A. LINSTONE), Generic Design (J. WARFIELD), Design Conversation (B. BANATHY and FUSCHL Group), Total Systems Intervention (M.C. JACKSON and R.L. FLOOD).

A curious aspect about problems is that, when they emerge to consciousness, they imply a newly structured vision… and in some individuals, the first insights about new methods for their solution. Emergence of systemics at the precise time of the appearance of numerous situations of high complexity, in which humanity has enmeshed itself, is surely not casual: it is a kind of individual and collective reaction, that may lead to "distributed problem solving".