Affiliations: [a] Griffith Business School, Griffith University, Nathan, Australia | [b] School of Management, University of South Australia Business School, Adelaide, Australia
Correspondence:
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Corresponding author: Luke Houghton, Department of International Business and Asian Studies, Griffith Business School, Griffith University, Nathan, QLD, 4111, Austraila. Tel.: +61 7 37357721; E-mail: l.houghton@griffith.edu.au
Abstract: What is a problem? Without people there would be no problems. Problems are most likely a conception of our mind. This means solutions are also determined by our conceptions that we can mould and adapt to suit our circumstances. For example, in considering reasonable solutions to world poverty, it needs to be firstly determined whether the situation is due to God's Will, Imperialism or a lack of Capitalism. Thus unstructured problem solving becomes a process of making explicit which conception of a problem is being used. This paper will re-present the argument that problems and their solutions are merely a conception of our brains and because of this we can change and adapt our thinking to match the evolving circumstances. The implications of this is found in the way we train people in problem solving, especially as we focus heavily on linearity and not complexity, as a method of explaining how people adapt their problem solving ability as part of a adaptive process. The paper concludes by arguing that this framework needs to be developed into a more formal process so that the ‘reality’ of problem solving is better understood. A small illustration of adaptive problem solving is included to help understand the concept.
Keywords: Complex problem solving, adaptive problem solving, complexity
