Problem dissolving involves redesigning the system and its interaction with other systems in such a way that the problems are not recreated.
Systemic brainstorming (i.e. the turning frogs into princes method)supports the redesign.
Problem dissolving is required if one deals with a systemic problem (i.e. an emergent problem that is actually a field of interacting and mutually co-producing problems).
Some systems thinkers (e.g. Ackoff, Banathy) advocate the usefulness of making an ideal based redesign of the system. The term ideal implies that this state cannot be achieved (at least not permanently), but that it can be approximated and interpreted according to changing circumstances within the system and its environment. For example, I can give expression to my ideal of beauty throughout my life, reinterpreting it according to situation and life stage.
An ideal redesign inspires the system to change its functioning and move towards its ideal future. As it approaches its ideal future, the previously experienced problems dissolve. For example, in creating beauty, the previous dreariness and ugliness disappear. In creating health disease gets dissolved.
In problem dissolving, the logic of the problem is NOT the logic of the solution. Understanding the problems does not imply knowing their solutions. One needs a new logic of behaviour based on the ideal design.
Making an ideal design requires creativity. One has to step beyond the problem logic and create a new one. This involves systemic brainstorming.
In systems thinking, problems are not “bad” per se, dealing with them inappropriately is. The more problems a system has, the greater is its potential for transformation. One cannot improve a perfect system!
relevance for the change manager
Because problems are co-produced by the system and its stakeholders, the redesign also needs to involve stakeholders. Ideally, they will align with the design and change their behaviour accordingly.