A problem does not necessarily mean that something is seriously wrong with a current situation

that needs to be rectified immediately. A ―problem‖ could sim- ply indicate an interest in an
issue where finding the right answers might help to improve an existing situation. Thus, it is
fruitful to define a problem as any sit- uation where a gap exists between the actual and the
desired ideal states. Basic researchers usually define their problems for investigation from this
per- spective. For instance, we would ideally like to see zero defects, low inventory of unsold
goods, high share quotation in the stock market, and so on. These ―problems‖ could then very
well become the foci of research. Thus, problem def- initions could encompass both existing
problems in a current setting, as well as the quest for idealistic states in organizations. Thus, we
might find some man- agers defining their problem as one of severe decline in productivity, or
the com- pany fast losing its market share, where the goal is to rectify the situation with a
heightened sense of urgency. Other managers might define the ―problem‖ as a situation in which
there is considerable interest in attracting highly qualified engi- neers to the firm, or enhancing
the quality of life for their employees.
In either case, one should know what exactly the issue is, for which one seeks answers. It is very
important that symptoms of problems are not defined as the real problem. For instance, a
manager might have tried to increase pro- ductivity by increasing the piece rate, but with little
success. Here the real prob- lem may be the low morale and motivation of employees who feel
they are not being recognized as valuable contributors to the system and get no ―praise‖ for the
good work that they do. The low productivity may merely be a symptom of the deep-rooted
morale and motivation problem. Under these conditions, a higher piece rate will not improve
productivity! Thus, finding the ―right‖ answers to the ―wrong‖ problem definitions will not
help. Hence, it should be recognized that correct problem identification is extremely critical for
finding solutions to vexing issues.
Frequently, managers tend to describe the problem in terms of symptoms dur- ing the interviews.
Rather than accepting it as such, the researcher needs to iden- tify the problem more accurately
after talking to the employees and reviewing the literature, as discussed earlier. One way of
determining that the problem, rather than the symptom, is being addressed is to ask the question
(after gather- ing sufficient information through interviews and literature search), ―Is this fac-
tor I have identified an antecedent, the real problem, or the consequence?” These terms can be
discussed in the context of the earlier example of low pro- ductivity. The real issue or problem
here is low morale and motivation. The con- sequence of the problem is low productivity. Note
that the consequence (or effects) of low motivation can also manifest itself in absenteeism,
sabotage, or any number of other adverse effects for the firm. The real problem that needs to be
addressed in this case, hence, is not productivity, but motivation. The antecedent of the problem
(i.e., the contributing factor) in the given situation seems to be nonrecognition of the employees‘
contributions. Until such time as the employees are recognized for their work, their motivation
and morale will not improve, nor will their productivity, as a consequence. Without addressing
the central issue, if more money is given, or better equipment installed to increase productivity,
the desired results will not ensue because the right prob- lem would not have been addressed.
Problem definition or problem statement, as it is also often referred to, is a clear, precise, and
succinct statement of the question or issue that is to be investigated with the goal of finding an
answer or solution. As mentioned earlier, problem definitions could pertain to (1) existing
business problems where a manager is looking for a solution, (2) situations that may not pose
any current problems but which the manager feels have scope for improvement, (3) areas where
some conceptual clarity is needed for better theory building, or (4) situations in which a
researcher is trying to answer a research question empirically because of inter- est in the topic.
The first two fall within the realm of applied research, and the latter two under basic research.

CLARIFYING AND STATING A PROBLEM

It is essential for a researcher before he proceeds with his study that he converts his tentative
topic into
a precise researchable problem. Since a problem is broad infinite therefore it is wise for the
researcher
to delimit or to narrow the range of the problem in terms of his interests and skill. The problem
mentioned in this chapter can be stated in the following way:
Problem: “Analysing the potentials of teacher-effectiveness.” This statement is still vague and
does not provide any direction to the researcher. It may be restated to clarify the study.
Restatement: “A study of relationship between predictors and criteria of teacher-effectiveness.”
This statement indicates the specific task to be performed by the researcher that he has to study
the relationship between predictors as independent variables and criteria ‘as the dependent
variables.
Problem: “The relation of socio-economic status to creativity.” It is also vague statement of a
problem. It can be clarified and restated in the following way:
Restatement: “A comparative study of the performance of student of different socio-economic
status on the items of the Baquer Mehdl creativity test.
Areas of the Research: Educational philosophy, Sociology, Educational Curriculum
development,
Institutional material, Learning process, Teaching methods, Teacher-education, Teachers
behaviour, Educational administration and supervision, Educational technology, etc.
CHARACTERISTICS OF A PROBLEM
Although selecting a research problem is one of the most difficult step for a student in a research
process, it is unfortunately one for which the least guidance can be given. A problem statement
must have the following characteristics:
a. It should ask about a relationship between two or more variables.
b. It should be stated clearly and unambiguously, usually in question form.
c. It should be possible to collect data or answer the questions asked.
d. It should not represent a moral or ethical position.
1. Relationship between Variables
In this kind of problem the researcher manipulates a minimum of one variable to determine its
effects on other variables, as opposed to a purely descriptive study in which the researcher
observes, counts or in some way measure the frequency of appearance of a particular variable in
a particular setting. For example how many students in school have I.Q.’s in excess of 120.
Since no attempts need be made to deal with a relationship between variables, this problem
requires only a “book-keeping” procedure, if however, the problem were worded; Are boys more
likely than girls to have 1.0.’s in excess of 120 then it would involve the relationship between
variables?
2. The Problem is Stated in Question Form
The problem should be in question form as:
a. What is the relationship between 1.0. and achievement?
b. Do students learn more from a directive teacher or a non directive teacher?
c. Is there a relationship between racial background and dropout rate?
d. Do more students continue in training programmes offering stipends or in programmes not
e. offering stipends?
f. What is the relationship between role learning ability and socio-economic status?
3. Empirical Testability
A problem should be testable by empirical methods, that is, through the collection of data.
Moreover, for a student’s purposes, it should lend itself to study by a single researcher, on a
limited budget, within a year. The nature of the variables included in the problem is a good clue
to its testability. An example of the kind of problem that is wise to avoid it: Does an extended
experience in communal living improve a person’s outlook on life? In addition to the magnitude
and probable duration of studying such a problem, the variable themselves would be difficult to
manipulate or measure.
4. Avoidance of Moral or Ethical Judgements
Questions about ideals or values are often more difficult to study than questions about aptitudes
or performance, as, that would be difficult to test are: Should men define their feelings? The
ethical consideration should also be taken into consideration in defining or stating a problem.

Statement of Problem:
Kerlinger has identified following three criteria of good problem statements;
1. A problem should be concerned with relation between two or more variables.
2. It should be stated ‘clearly and unambiguously in question form’.
3. It should be amenable to empirical testing.
Meeting these criteria in a problem statement will result, in a clear and concise idea of what the
researcher wants to do. This sets the state for further planning.

What are the elements of a problem statement?

Most problem statements include these core parts:
Gap: what’s not working and what needs to be solved
Orientation: a description of when and where the issue shows up
Impact: the consequences for customers, teams, or the business
Importance: why solving the problem matters

What is a problem statement?

Definition
A problem statement is a clear and concise description of the problem or issue a team aims to
address in a project.
A problem statement identifies a problem’s current state, desired future state, and the gaps that
lie between the two. It doesn't define the solution to the problem or provide a road map for
solving the problem; it only gives an outline of what the problem is.

However, the researcher or team can later use the problem statement to validate that their work
delivered an outcome that resulted in the solution.
Why write a problem statement?
A problem statement is a useful communication tool, as it keeps the whole team on track and
tells them why the project is important. A problem statement helps someone to define and
understand the problem, identify the goals of the project, and outline the scope of work.

A problem statement is especially relevant for projects that aim to improve processes, as it allows
for the easier development of solutions. Referencing it helps guide the activities carried out and
aids the research team in staying focused. The information in a problem statement also helps a
team make important decisions.

When the desired solution is implemented later on, a problem statement can help make sure that
steps are put into place to prevent the original problem from recurring in the future.

When are problem statements commonly written?

Problem statements are used in both academic and business contexts. In a business environment,
project managers can use them to help execute process improvement projects.

But in an academic setting, they can help researchers to contextualize and understand the
significance of the problem in a research project. This guide focuses on academic problem
statements.

How do I write a problem statement?

Before planning or writing out your academic problem statement, ask yourself some important
questions, and make notes with your answers:
Problem statement key questions
What is the problem?
How often does the problem occur?
Where does the problem occur?
When does the problem occur?
Who does the problem impact?
What causes the problem?
How would things ideally work if the problem wasn't present?
Why is this a problem, and why does it matter?
What impact does the problem cause?
Which possible solution/s to the problem are you going to propose?
What are the predicted benefits or outcomes of your solutions?

The format of a problem statement

When you write your problem statement, split it into four sections:

Problem: Here, simply define what your problem is, clearly and concisely. Make it no longer
than one or two sentences.
Background: This is the section where you can describe what causes the problem, how often it
occurs, where and when it occurs, and who the problem impacts.
Relevance: You'll want to show how the problem is relevant, as well as why it matters and
requires a solution. This is a great space to specify why it's a problem and what impacts it causes.
If it fits comfortably, you can also articulate how things would ideally work if the problem wasn't
present.
Objectives: This section doesn't require great detail or length, as the problem statement isn't the
area of your research project in which to specifically problem-solve. However, you should lay
out a brief plan of what you're going to do to investigate and how that should help you formulate
solutions. You can also hypothesize on possible solutions you're going to propose, and the
benefits you predict from these.

Defining The Problem Statement

Problem Statement
The problem needs to be very focused because everything else from the applied doctoral project
or dissertation-in-practice logically flows from the problem. If the problem is too big or too
vague, it will be difficult to scope out a purpose that is manageable, given the time to execute
and finish the project. The problem should be the result of a practical need or an opportunity to
further an applicational study or project.

Given the above, the problem statement should do four things:

Specify and describe the problem (with appropriate citations)

Provide evidence of the problem’s existence
Explain the consequences of NOT solving the problem
Identify what is not known about the problem that should be known.

What is a problem?
The world is full of problems! Not all problems make good doctoral project or dissertation-in-
practice problems, however, because they are either too big, complex, or risky for doctorate
candidates to solve. A proper problem can be defined as a specific, evidence-based, real-life issue
faced by certain people or organizations that have significant negative implications to the
involved parties.
Example of a proper, specific, evidence-based, real-life problem:
“Only 6% of CEOs in Fortune 500 companies are women” (Center for Leadership Studies,
2019).
Specific
Specific refers to the scope of the problem, which should be sufficiently manageable and
focused. For example, the problem “The depletion of government funding in the U.S.” is
probably not specific enough in terms of what area of the government, or what type of funding?
Evidence-Based
Evidence-based here means that the problem is well-documented by recent research findings
and/or statistics from credible sources. Anecdotal evidence does not qualify in this regard.
Quantitative evidence is generally preferred over qualitative when establishing a problem
because quantitative evidence (from a credible source) usually reflects generalizable facts,
whereas qualitative evidence in the form of conclusions tend to only apply to the study sample
and may not be generalizable to a larger population. Example of a problem that isn’t evidence-
based: “Based on the practitioners’ experience, the problem is that people don’t accept female
leaders;” which is an opinion-based statement based on personal (anecdotal) experience.
Real-Life
Real-life means that a problem exists regardless of whether research is conducted or not. This
means that “lack of knowledge” or “lack of research” cannot be used as the problem for a
doctoral project or dissertation-in-practice because it’s an academic issue or a gap; and not a real-
life problem experienced by people or organizations. Example of a problem that doesn’t exist in
real life: “There is not enough research on the reasons why people distrust minority healthcare
workers.” This type of statement also reveals the assumption that people actually do mistrust
minority healthcare workers; something that needs to be supported by actual, credible evidence
to potentially work as an underlying research problem.
What are consequences?
Consequences are negative implications experienced by a group of people, organization,
profession, or industry as a result of the problem. The negative effects should be of a certain
magnitude to warrant research. For example, if fewer than 1% of the stakeholders experience a
negative consequence of a problem and that consequence only constitutes a minor
inconvenience, research is probably not warranted. Negative consequences that can be measured
weigh stronger than those that cannot be put on some kind of scale.
In the example above, a significant negative consequence is that women face much larger
barriers than men when attempting to get promoted to executive jobs; or are 94% less likely than
men to get to that level in Corporate America.

While a problem may be referred to as a gap in traditional research, in a doctoral project or

dissertation-in-practice, the problem could be a statement of the situational condition that
requires a scholar-practitioner approach. For the applied degree, this may be the part of the
program or procedure that is not working.
NOTE: The applied doctoral project or dissertation-in-practice includes checklists for all sections
of the document, including problem statement, purpose statement, and research questions. You
should make sure you use these checklists and follow margin instructions. The present document
is intended to provide additional help and examples, and also explain the importance of
alignment. Alignment enables you to ensure consistency in your language and presentation of
information, as well as provide a logical flow of your narrative.

Resource: Ellis, T., & Levy, Y. (2008). Framework of problem-based research: A guide for novice
researchers on the development of a research-worthy problem. Informing Science, 11, 17-33.
[Link]
a9h&AN=36030721&site=eds-live

Option 1: Writing the Problem Statement

Do not exceed 250-300 words.

It is helpful to begin the problem statement with a sentence: “The problem to be addressed
through this project is…”

Paragraph 1
The problem should be evidenced-based and focus on practice within your perspective field or
domain. Then, fill out the rest of the paragraph with an elaboration of that specific problem,
making sure to “document” it, as your doctoral committee will look for evidence that it is indeed
a problem (emphasis also on the timeliness of the problem, supported by citations within the last
5 years). Identify the negative consequences that are occurring as a result of the problem.

Paragraph 2
Next, write a paragraph explaining the consequences of NOT solving the problem. Who will be
affected? How will they be affected? How important is it to fix the problem? Again, your
doctoral committee will want to see research-based citations and statistics that indicate the
negative implications are significant.

Paragraph 3
In the final paragraph, you will explain what is not known that should be known. What isn’t
known about the problem? Presumably, if your problem and purpose are aligned, your research
will try to close or minimize this gap by investigating the problem. Have other practitioners
investigated the issue? What has their research left unanswered?

Option 2: Writing the Problem Statement

Do not exceed 250-300 words.

Another way to tackle the Statement of the Problem:

The Statement of the Problem section is a very clear, concise identification of the problem. It
must stay within the template guidelines of 250-300 words but more importantly, must contain
four elements as outlined below.

A worthy problem should be able to address all of the following points:

identification of the problem itself--what is "going wrong" (Ellis & Levy, 2008)
who is affected by the problem
the consequences that will result from a continuation of the problem
a brief discussion of
at least 3 authors’ research related to the problem; and
their stated suggestion/recommendation for further research related to the problem

Use the following to work on the Statement of the Problem by first outlining the section as
follows:
One clear, concise statement that tells the reader what is not working in the profession or
industry. Be specific and support it with current studies.
Tell who is affected by the problem identified in #1.
Briefly tell what will happen if the problem isn’t addressed.
Find at least 3 current studies and write a sentence or two for each study that briefly discusses the
author(s)’ work, what they studied, and state their recommendation for further insight or
exploration about the problem

Option 3: Writing the Problem Statement

Do not exceed 250-300 words.
Finally, you can follow this simple 3-part outline when writing the statement of the problem
section. Your problem statement is a short (250-300 words), 3 paragraph section, in which you:
Context 1. Explain context and state problem (“the problem is XYZ”), supported by
statistics,and/or recent research findings, and/or the profession or industry.
Consequence 2. Explain the negative consequences of the problem to stakeholders, supported
by statistics and/or recent research findings and/or the profession or industry.
Gap 3. Explain the gap in the research, or the part of the program or procedure that is not
efficient

Example of a problem statement that follows this 3-part outline (295 words):
The problem to be addressed by this study is the decline of employee well-being for followers of
novice mid-level managers and the corresponding rise in employee turnover faced by business
leaders across the financial services industry (Oh et al., 2014). Low levels of employee well-
being are toxic for morale and result in expensive turnover costs, dysfunctional work
environments, anemic corporate cultures, and poor customer service (Compdata, 2018; Oh et al.,
2014). According to Ufer (2017), the financial services industry suffers from one of the highest
turnover rates among millennial-aged employees in all industries in the developed world, at
18.6% annually. Starkman (2015) reported that 50% of those surveyed in financial services were
not satisfied with a single one of the four key workplace aspects: job, firm, pay or career path.
Low levels of employee well-being interrupt a financial services’ company’s ability to deliver
outstanding customer service in a world increasingly dependent on that commodity (Wladawsky-
Berger, 2018). Mid-level managers play an essential role in support of the success of many of top
businesses today (Anicich & Hirsh, 2017).
The current body of literature does not adequately address the well-being issue in the financial
services industry from the follower’s perspective (Uhl-Bien, Riggio, Lowe, & Carsten, 2014).
Strategic direction flows top-down from senior executives and passes through mid-level
leadership to individual contributors at more junior grades. The mid-level managers’ teams are
tasked with the achievement of core tasks and the managers themselves are expected to maintain
the workforce’s morale, motivation and welfare (Anicich & Hirsh, 2017). Unless industry
leaders better understand the phenomenon of employee well-being from the follower perspective
and its role in positioning employees to provide a premium client experience, they may be
handicapped from preserving their most significant principal market differentiator: customer
service (Wladawsky-Berger, 2018).