Problem/goal specification
The problem/ goal specification provides an efficient description of perceived circumstances as challenging or problematic and seem to require change. Changes might be a modification of circumstances or a change in looking at cases. The result will be defined as one goal or a set of goals. Generally, the goal/ problem specification will be defined together with the client and/ or the working team at the start of a project or a task to ensure a clear understanding of the initial situation and the results – in any phase of meaning design (i.e., idea development, communication management, and business design).
The problem/ goal specification consists of the inner circle of problem specification: problem field, problem ownership, process, perception, message, and injured values. The outer circle of goal specification consists of goal field, goal ownership, goal specification, perception, ecology, and test.
Problem specification
The Problem specification detects the initial situation from different perspectives and focuses on aspects that the participants can perceive and control. The following steps can be made successively or in any order. In all cases, the problem specification should be entirely done before the start of the goal specification.
- Problem field
The problem field describes the problem frame: the problem occurs what period (when), in which environment (where), with whom (who), what happens (what), what is needed (by what), what is essential (what) and what is the reason (what for).
- Problem ownership
The problem ownership detects the real problem and ensures that the interviewees are involved in the issue. The core elements are the description of the problem (what) and the focus on those parts people are involved in (participation) and affected (own part).
- Process
The process describes the timely sequence of the problem. The following aspects will be detected: what is initiating the problem situation (trigger); what are the process steps (sequence); what results out of it (result); what mechanisms become visible (cause-effect).
- Perception
For all participants, it is helpful to describe the situation with all senses: i.e., what can be seen (visual); what can be heard (auditory); what feeling evolve (kinesthetic); what can be smelled (olfactory); what can be tasted (gustatory). Often these perceptions provide new insights concerning the problem situation.
- Message
By defining messages that are derived from the problem situation, the problem gets further focused. Amongst others, the messages can consist of: what can be learned from the case (lessons learned); are there any advantages out of the situation (profit); what could be intended by the situation (positive intention); what will be threatened by the problem (potential loss).
- Injured values
Problem situations are often injuring values. Therefore, corresponding values and how they get insulted will be detected (values), and negative convictions that will be confirmed or derived from the situation.
Goal specification
The goal specification describes the desired goal state from different perspectives and enables the participants to understand better and accept the goals. The following steps can be made successively or in any order. In all cases, the goal specification should be started after the problem specification has been finished.
- Goal field
The goal field describes the goal frame: the goal will be reached what time (when), in which environment (where), with whom (who), what happens (what), ), what is needed (by what), what is essential (what) and what is the reason (what for).
- Goal ownership
The ownership defines the desired goal and ensures that the participants can reach the goal. The relevant elements are a concrete description of the goal (what), a focus on the goals that are important for the participants (own goals), and that it can be reached by themselves (own part).
- Goal specification
The goal specification specifies the goals as brain-friendly, positive, and clear. Brain-friendly means that concrete goals are set (instead of: always – exactly when; everybody – who exactly; everywhere – where exactly). Positive means that instead of negative goal specifications, positive ones are used (instead of: not – what exactly; never – when exactly; nobody – who exactly). Accuracy is reached by SMART goal specifications (i.e., S-specific, M-measurable, A-adequate, R-relevant, and T-testable goal specification).
- Perception
A goal description that is defined by all senses enables participants to commit themselves: i.e., a description of what can be seen (visual); what can be heard (auditory); what feeling evolve (kinesthetic); what can be smelled (olfactory); what can be tasted (gustatory). Often these perceptions provide new insights concerning the goal situation and anchor the goals better.
- Ecology
Ecology examines the goal situation holistically. The aspects are: advantages that can be achieved (benefit); values that can be satisfied (values); disadvantages that result from reaching the goal (potential loss); reactions that will be generated by reaching the goal (response of the environment); effects that might happen (other consequences).
- Test
Early specification of indicators that measure goal achievement improves the result of the change process. Furthermore, the point in time for the measurement should be agreed upon jointly. The indicators will be determined at the end of the change process.
Determining the initial situation based on the difficulties and derived goals is the prerequisite for a practical improvement.