All right, here’s the Miranda Beckwith Guide to Working the Problem.
It doesn’t matter what your problem is, only that you’re sick of it and you’re willing to work.
Step One: Understand Your Problem.
A surprising number of people skip this step, thinking they know what the problem is when actually they don’t. This is something you actually have to think about.
Example: People like me have a habit of saying, “The problem is fossil fuels, we need to stop burning so many fossil fuels!”
But, also, people like me have a habit of being pretty stoked when we get to take a private jet to the Caribbean. More importantly, if we just stopped burning fossil fuels right now, a bunch of people would die of cold or heat or hunger or not being able to get their medicine very, very quickly. The problem of climate change is not simple.
My problem was that I was imprisoned inside my own mind and could not share vital information with the outside world.
Step Two: Understand Your Assets.
This sounds like money, and to some extent it is. But it’s also every piece of equipment you have and everything you know and are good at, and also, critically, everything that other people know and are good at, as long as you can convince those people to help you. My assets were entirely me. I had no outside connection; if I did, my problem would have been solved. So I just had what was in my own head.
Step Three: Understand Your Limitations.
People always skip this one too, but a solution that does not allow for real-world constraints is a bad solution. My limitations were . . . abundant. But limitations are also sometimes your own interests or values. Sometimes you don’t want to solve a problem in a way you won’t enjoy. Sometimes you know you only have a certain number of dollars or hours to spend and don’t want to spend any more. Limitations are fine, as long as you understand them.
Step Four: Stir.
Put your problem, your assets, and your limitations in your head, and shake them together until something falls out. In my experience, bad problem solving almost always comes from either not understanding one of these three things deeply enough, or just completely ignoring one or two of them.
This handy guide will also help you when no solution is presenting itself: You need to rework the problem with new inputs. You reimagine the problem, search for new assets, or try to adjust your limitations. If it still doesn’t work, do it again. And again. Find someone who can add to your asset mix, narrow the scope of the problem, and if that doesn’t work, eventually you give up.
It’s OK to give up sometimes.