In this section on problems Schon looks at the difference between “problem solving” and “problem setting”. Prior to this quote on page 40 Schon looks at problems in practice in relation to what he calls “technical rationality”. This is where practice is based on a very scientific approach towards solving problems. In contrast “problem setting” is brought about in a way by an unscientific approach.
Technical rationality depends on agreement about ends. When ends are fixed and clear, then the decision to act can present itself as an instrumental problem. But when the ends are confused and conflicting, there is as yet no “problem” to solve. A conflict of ends cannot be resolved by the use of techniques derived from applied research. It is rather through the non-technical process of framing a problematic situation that we may organize and clarify both the ends to be achieved and the possible means of achieving them.
Schon, D 1983, The Reflective Practitioner, Ashgate, London. pp. 41
This extract emphasizes “framing” as a key to “problem setting” where that frame is about identifying a problem and then how that problem will be explored.
But with the emphasis on problem solving we ignore problem setting, the process by which we define the decision to be made, the ends to be achieved, the means which may be chosen. In real-world practice problems do not present themselves to the practitioner as givens. They must be constructed from the materials of problematic situations which are puzzling, troubling, and uncertain. In order to convert a problematic situation into a problem, a practitioner must do certain kind of work. He must make sense of an uncertain situation that initially makes no sense.
Schon, D 1983, The Reflective Practitioner, Ashgate, London. pp. 40
The research process is “making sense” out of what is not totally understood.
When we set the problem, we select what we will treat as “things” of the situation, we set boundaries of our attention to it, and we impose upon it a coherence which allows us to say what is wrong and in what directions the situations need to be changed. Problem setting is a process in which, interactively, we name the things to which we will attend and frame the context in which we will attend to them.
Schon, D 1983, The Reflective Practitioner, Ashgate, London. pp. 40
There is some important points in here in relation to the ideas of “things, boundaries, directions, and context…”