problem-definitionlisted

# Problem Definition ## When to use Use this when the problem is stated as a symptom ("sales are down"), as a solution in disguise ("we need a rebrand"), or as something too broad to solve ("fix growth"). It is the right skill whenever the team could spend weeks analyzing and still not agree on what question they were answering. Define the problem before scoping any work. ## What it does It converts a fuzzy starting point into a crisp, agreed problem statement using the SCQA structure (Situation, Complication, Question, Answer-space), and it distills the whole engagement down to one key question. That key question is decision-shaped: answering it forces a choice, and it is narrow enough to be answered with evidence. A sharp key question is the single highest-leverage artifact in a strategy project. ## Method The skill runs the SCQA discipline and then pressure-tests the resulting question. 1. Capture the raw ask verbatim. Write down exactly how the problem was handed over, in the sponsor's own words. This is the thing you will improve, and keeping it visible prevents scope drift later. 2. Establish the Situation. State the stable, uncontested context that everyone already agrees on. No tension yet, no blame. If a reader would nod along, it belongs in Situation. 3. Name the Complication. State what changed or what tension makes the situation no longer acceptable. This is the "but" that creates the need to act. Most weak briefs fail here because they never make the compli