Are You Solving the Right Problems? | 100+ MCQs | Problem Reframing
Q1. What is the key issue most organizations face according to
Wedell-Wedellsborg?
A. Lack of problem-solving tools
B. Poor execution of strategies
C. Difficulty in diagnosing the right problem
D. Too much reliance on consultants
Answer: C. Difficulty in diagnosing the right problem
Q2. What percentage of executives agreed their organizations struggle with
problem diagnosis?
A. 55%
B. 72%
C. 85%
D. 90%
Answer: C. 85%
Q3. Which framework does Wedell-Wedellsborg argue is too complex for
everyday use?
A. SWOT
B. TRIZ and Six Sigma
C. Design Thinking
D. BCG Matrix
Answer: B. TRIZ and Six Sigma
Q4. What is the “solution space” in the elevator example?
A. All strategies to reduce electricity use
B. Assumptions based on customer surveys
C. Cluster of ideas that make the elevator faster
D. Blueprint for remodeling
Answer: C. Cluster of ideas that make the elevator faster
Q5. What solution significantly reduced elevator complaints without
speeding it up?
A. Install a new lift
B. Upgrade the motor
C. Put up mirrors
D. Reduce building occupancy
Answer: C. Put up mirrors
Q6. What is the purpose of reframing, according to the article?
A. To reject all original assumptions
B. To delay decision-making
C. To discover potentially better problems to solve
D. To simplify the issue
Answer: C. To discover potentially better problems to solve
Q7. What type of problem did Lori Weise reframe in her pet shelter
example?
A. A people problem
B. A poverty problem
C. A transportation problem
D. A legal problem
Answer: B. A poverty problem
Q8. What approach did Weise promote for reducing shelter
overcrowding?
A. More pet adoption ads
B. Euthanasia
C. Shelter intervention program
D. Free pet giveaways
Answer: C. Shelter intervention program
Q9. According to the article, what is often missing from problem diagnosis
efforts?
A. Technical expertise
B. Large teams
C. A focus on root causes
D. Simplicity and speed
Answer: D. Simplicity and speed
Q10. What does the author recommend instead of complex frameworks?
A. Hiring more analysts
B. Attending annual strategy seminars
C. Using simple, fast reframing tools
D. Outsourcing the diagnosis
Answer: C. Using simple, fast reframing tools
Q11. What was a key insight from the slow elevator example?
A. Problems can’t be solved without big budgets
B. Customers are always right
C. A problem can be reframed to offer a cheaper solution
D. Structural issues should be prioritized
Answer: C. A problem can be reframed to offer a cheaper
solution
Q12. What is Practice 1 of the Seven Reframing Practices?
A. Establish technical credentials
B. Establish legitimacy
C. Establish a checklist
D. Establish an innovation lab
Answer: B. Establish legitimacy
Q13. What does the “mirror solution” illustrate in problem solving?
A. Automation is best
B. Speed is irrelevant
C. Reframing can shift the focus to human perception
D. Algorithms are ineffective
Answer: C. Reframing can shift the focus to human perception
Q14. What is Practice 2 in the seven reframing methods?
A. Eliminate middle managers
B. Bring outsiders into the discussion
C. Review quarterly reports
D. Use benchmarking
Answer: B. Bring outsiders into the discussion
Q15. Why was Charlotte’s input in the innovation framework example
valuable?
A. She was a senior consultant
B. She had legal training
C. She offered an internal, yet outsider perspective
D. She suggested a new framework
Answer: C. She offered an internal, yet outsider perspective
Q16. What was the real issue discovered by the European company when
Charlotte spoke up?
A. Employees didn’t understand innovation
B. Innovation wasn’t needed
C. Employees lacked motivation, not skills
D. The training budget was too low
Answer: C. Employees lacked motivation, not skills
Q17. What is the benefit of collecting written problem definitions in
advance?
A. To replace in-person meetings
B. To comply with ISO standards
C. To surface differing perspectives
D. To finalize the solution early
Answer: C. To surface differing perspectives
Q18. According to the article, how do people often word their problem
definitions?
A. With personal accountability
B. From an organizational lens
C. Avoiding “I” statements
D. Using technical jargon
Answer: C. Avoiding “I” statements
Q19. Why is asking what’s missing useful in problem diagnosis?
A. It helps complete a checklist
B. It focuses only on customer needs
C. It reveals overlooked but relevant factors
D. It avoids brainstorming
Answer: C. It reveals overlooked but relevant factors
Q20. What helped the Brazilian executives discover a new idea to improve
stock perception?
A. A financial report
B. Sales data
C. HR input about untrained junior leaders
D. Legal consultation
Answer: C. HR input about untrained junior leaders
Here is the next batch of MCQs, Q21 to Q40:
Q21. What did the HR executive suggest during the Brazilian stock
perception meeting?
A. Launch a marketing campaign
B. Appoint a new CFO
C. Train junior leaders to talk to analysts
D. Outsource investor relations
Answer: C. Train junior leaders to talk to analysts
Q22. In Nickelodeon’s app case, what made kids hesitant to proceed with the
sign-up?
A. App complexity
B. Poor Wi-Fi
C. Fear of getting in trouble asking for a password
D. Boring design
Answer: C. Fear of getting in trouble asking for a password
Q23. What solved the sign-up dropout problem in Nickelodeon’s app?
A. Simplified login screen
B. Removal of password requirement
C. Short video telling kids it’s okay to ask parents
D. Free gift with sign-up
Answer: C. Short video telling kids it’s okay to ask parents
Q24. What was the usability team’s main blind spot in the app case?
A. Technical skills
B. Legal compliance
C. Emotional experience of the user
D. Budget limitations
Answer: C. Emotional experience of the user
Q25. What is Abraham Kaplan’s law of the instrument?
A. Use the most expensive tool
B. All problems need technical tools
C. If all you have is a hammer, everything looks like a nail
D. Focus on software tools
Answer: C. If all you have is a hammer, everything looks like
a nail
Q26. What is Practice 6 among the seven reframing strategies?
A. Brainstorm all angles
B. Analyze positive exceptions
C. Consult legal experts
D. Conduct formal surveys
Answer: B. Analyze positive exceptions
Q27. Why can analyzing positive exceptions be effective?
A. It allows comparison to competitors
B. It focuses on what went right and uncovers hidden factors
C. It reduces survey workload
D. It strengthens policy enforcement
Answer: B. It focuses on what went right and uncovers hidden
factors
Q28. What was different in the lawyer’s firm that made a long-term
initiative succeed?
A. Better client demand
B. Added new senior partners
C. Included a rising-star associate
D. Used a consulting firm
Answer: C. Included a rising-star associate
Q29. Why did including rising-star associates help the law firm?
A. They brought legal insights
B. They had more time to research
C. They had motivation to prove themselves
D. They could work longer hours
Answer: C. They had motivation to prove themselves
Q30. Why is Practice 7 (question the objective) powerful?
A. It accelerates consensus
B. It increases efficiency
C. It uncovers hidden, conflicting goals
D. It saves money
Answer: C. It uncovers hidden, conflicting goals
Q31. In the classic negotiation example, what did one person want when
fighting about the window?
A. Fresh air
B. Less noise
C. More light
D. Cold temperature
Answer: A. Fresh air
Q32. What did the second person want in the window negotiation
story?
A. Darkness
B. Avoid a draft
C. Better view
D. Lower noise
Answer: B. Avoid a draft
Q33. What reframed solution resolved the open-window conflict?
A. Install an air conditioner
B. Use a fan
C. Open a window in another room
D. Add curtains
Answer: C. Open a window in another room
Q34. What was General Petraeus’s major objective shift in military
doctrine?
A. Kill more enemy forces
B. Use more airstrikes
C. Win over local populations
D. Cut military budget
Answer: C. Win over local populations
Q35. Why was Petraeus's shift in military thinking considered a
reframing?
A. It abandoned violence
B. It changed the goal from tactical victory to long-term influence
C. It used drones
D. It focused on recruitment
Answer: B. It changed the goal from tactical victory to
long-term influence
Q36. What caution does Wedell-Wedellsborg give regarding
checklists?
A. Use them daily
B. Make them highly visible
C. Avoid them in reframing as they hinder actual thinking
D. Replace them with digital tools
Answer: C. Avoid them in reframing as they hinder actual
thinking
Q37. What quote from Neil Gaiman is used to explain the problem with tools
like checklists?
A. "Chaos is creativity."
B. "Tools can be the subtlest of traps."
C. "Every tool must be sharpened."
D. "The checklist is sacred."
Answer: B. "Tools can be the subtlest of traps."
Q38. What final advice does the article give about applying
reframing?
A. Stick to one framework
B. Avoid testing
C. Combine reframing with real-world testing
D. Wait for perfect data
Answer: C. Combine reframing with real-world testing
Q39. What academic supports the concept of psychological safety in group
discussions?
A. Michael Tushman
B. Roger Fisher
C. Amy C. Edmondson
D. Steve Blank
Answer: C. Amy C. Edmondson
Q40. What role do boundary spanners play in reframing problems?
A. They push the same thinking forward
B. They limit discussion to one team
C. They bridge different perspectives
D. They enforce frameworks
Answer: C. They bridge different perspectives
Here is the next batch of MCQs (Q41 to Q60) from "Are You Solving the Right Problems?" by Thomas Wedell-Wedellsborg:
Q41. Why are boundary spanners more effective than domain experts in
reframing discussions?
A. They can give orders
B. They offer technical solutions
C. They understand both sides and challenge assumptions
D. They focus only on data
Answer: C. They understand both sides and challenge
assumptions
Q42. What should outsiders be expected to provide in reframing
efforts?
A. Final decisions
B. Budget approvals
C. Input and fresh perspective
D. Company strategy
Answer: C. Input and fresh perspective
Q43. What does the article recommend collecting before a group meeting to
uncover problem perspectives?
A. Performance reports
B. Written definitions of the problem
C. Attendance sheets
D. Project budgets
Answer: B. Written definitions of the problem
Q44. What format should be avoided when collecting written problem
definitions?
A. Sentences
B. Emails
C. Bullet points
D. Anonymous submissions
Answer: C. Bullet points
Q45. Why is anonymity encouraged in sharing written definitions during
group discussion?
A. To protect executives
B. To avoid arguments
C. To prevent status from influencing judgment
D. To speed up the meeting
Answer: C. To prevent status from influencing judgment
Q46. According to Johannes Hattula’s study, why might managers misjudge
customers' perspectives?
A. They rely too much on marketing
B. They use incorrect data
C. They imagine customer views themselves
D. They overestimate competition
Answer: C. They imagine customer views themselves
Q47. What practice involves asking “What’s missing?” in the problem
definition?
A. Practice 1
B. Practice 4
C. Practice 6
D. Practice 7
Answer: B. Practice 4
Q48. What insight led the Brazilian team to suggest training junior
leaders?
A. Missing financial data
B. Lack of product launches
C. Analysts were interacting with untrained spokespeople
D. Low advertising spend
Answer: C. Analysts were interacting with untrained
spokespeople
Q49. What category error did Nickelodeon's team initially make?
A. Framing the issue as a technical problem only
B. Overestimating the app market
C. Ignoring legal issues
D. Assuming parents wouldn’t help
Answer: A. Framing the issue as a technical problem only
Q50. What is the concept of “metacognition” as described in the
article?
A. Focusing only on outcomes
B. Thinking about thinking
C. Avoiding conflict
D. Repeating brainstorming cycles
Answer: B. Thinking about thinking
Q51. What led to the reframing breakthrough at Nickelodeon?
A. User testing showed bugs
B. Budget allowed for redesign
C. Emotional reactions of kids were examined
D. Parents complained directly
Answer: C. Emotional reactions of kids were examined
Q52. What is a risk of using reframing checklists visibly during group
sessions?
A. Group distraction
B. Slower decision-making
C. Discouragement of actual thinking
D. Increased cost
Answer: C. Discouragement of actual thinking
Q53. What does the author warn tools like checklists may become?
A. Obsolete
B. Distracting
C. Subtle traps
D. Irrelevant for strategy
Answer: C. Subtle traps
Q54. What does the author recommend combining reframing with?
A. Financial projections
B. Brainstorming
C. Real-world testing
D. Customer surveys only
Answer: C. Real-world testing
Q55. Who is credited with saying: “It is fatal to think you can figure it
all out within the comfy confines of your office”?
A. Thomas Edison
B. Steve Blank
C. Neil Gaiman
D. Peter Drucker
Answer: B. Steve Blank
Q56. What is the ultimate goal of reframing according to the
article?
A. Avoid conflict
B. Delay decisions
C. Improve problem definitions to spark better solutions
D. Stick with one solution path
Answer: C. Improve problem definitions to spark better
solutions
Q57. What does the story of General Petraeus emphasize in terms of problem
reframing?
A. Changing geography
B. Defeating the enemy faster
C. Shifting the military’s objective
D. Decreasing expenses
Answer: C. Shifting the military’s objective
Q58. In the context of reframing, why are short interventions
valuable?
A. They replace formal workshops
B. They act as surveys
C. They can spark immediate new thinking
D. They reduce documentation
Answer: C. They can spark immediate new thinking
Q59. What was the cost reduction observed in Lori Weise’s new intervention
program?
A. From $60 to $45 per pet
B. From $100 to $60 per pet
C. From $85 to $60 per pet
D. From $70 to $30 per pet
Answer: C. From $85 to $60 per pet
Q60. What broader community benefit did Weise’s program generate?
A. Higher tax revenue
B. Reduced pet food cost
C. Helped families learn problem-solving and access support
D. Encouraged people to adopt cats
Answer: C. Helped families learn problem-solving and access
support
Here is the next batch of MCQs from Q61 to Q80, based on Thomas Wedell-Wedellsborg’s article "Are You Solving the Right Problems?":
Q61. What mindset does reframing help combat in typical problem-solving
situations?
A. Perfectionism
B. Tactical delay
C. Jumping too quickly into solution mode
D. Over-researching problems
Answer: C. Jumping too quickly into solution mode
Q62. Why is problem reframing considered better than traditional root-cause
analysis in some cases?
A. It is cheaper
B. It focuses on solving old problems
C. It allows consideration of alternate definitions, not just root causes
D. It only needs one stakeholder
Answer: C. It allows consideration of alternate definitions,
not just root causes
Q63. What was the key insight behind putting mirrors near the
elevator?
A. Increase lighting
B. Distract people and reduce perceived wait time
C. Monitor security
D. Advertise building offers
Answer: B. Distract people and reduce perceived wait time
Q64. Why was the mirror solution successful even though it didn’t fix the
“speed” of the elevator?
A. It was cheaper
B. It eliminated the need for maintenance
C. It reframed the problem as an issue of perception, not performance
D. It improved elevator technology
Answer: C. It reframed the problem as an issue of perception,
not performance
Q65. What does the term “solution space” refer to?
A. The office where solutions are discussed
B. The tools available for problem-solving
C. A cluster of solutions based on the same problem definition
D. The decision-making authority
Answer: C. A cluster of solutions based on the same problem
definition
Q66. In what type of setting are people most in need of simple reframing
tools, according to the article?
A. Annual strategic seminars
B. Casual conversations
C. Daily meetings
D. Academic conferences
Answer: C. Daily meetings
Q67. Why do many traditional problem-diagnosis frameworks fail in everyday
work settings?
A. They are too casual
B. They are based on incorrect data
C. They are too complex and time-consuming
D. They require financial incentives
Answer: C. They are too complex and time-consuming
Q68. What was the outcome when the European management team reframed their
innovation problem?
A. New product launches increased
B. Staff turnover rose
C. Employee engagement became the new focus and improved
D. The training program succeeded
Answer: C. Employee engagement became the new focus and
improved
Q69. What reframing shift helped Downtown Dog Rescue’s program reduce
shelter entries?
A. Focused on international adoptions
B. Provided free puppies
C. Focused on preventing owner surrenders
D. Promoted stricter adoption rules
Answer: C. Focused on preventing owner surrenders
Q70. What did Weise identify as the real root of many pet
surrenders?
A. Lack of love
B. Legal restrictions
C. Poverty and resource constraints
D. Poor training
Answer: C. Poverty and resource constraints
Q71. What result did Weise report from her shelter intervention program
within the first year?
A. No measurable change
B. Cost per pet increased
C. Shelter costs dropped and more pets stayed home
D. All shelters shut down
Answer: C. Shelter costs dropped and more pets stayed home
Q72. What broader shift did Weise's program bring to the pet
industry?
A. Banning pet ownership
B. Lower vaccination rates
C. A shift in how owners were perceived—from careless to under-resourced
D. Ending dog shows
Answer: C. A shift in how owners were perceived—from careless
to under-resourced
Q73. What is the benefit of including junior team members or associates in
strategic meetings, according to the lawyer’s case?
A. They reduce cost
B. They improve legal compliance
C. They are more motivated to act on long-term ideas
D. They require less training
Answer: C. They are more motivated to act on long-term ideas
Q74. What issue was highlighted when construction managers defined problems
without using the word “I”?
A. Too much focus on budgets
B. A blame-avoidance mindset
C. Strong accountability
D. Focus on customer service
Answer: B. A blame-avoidance mindset
Q75. Why should team members write down their definition of the problem
individually before group discussion?
A. To reduce meeting time
B. To anonymize feedback
C. To uncover diverse and overlooked perspectives
D. To avoid HR complaints
Answer: C. To uncover diverse and overlooked perspectives
Q76. What does the phrase “zooming out” in problem reframing refer
to?
A. Ignoring the details
B. Focusing on KPIs
C. Expanding the view to spot missing context
D. Eliminating unimportant people
Answer: C. Expanding the view to spot missing context
Q77. What is the metaphorical danger of checklist thinking in problem
reframing?
A. It wastes paper
B. It leads to financial loss
C. It limits real thinking by acting like a trap
D. It replaces the need for teams
Answer: C. It limits real thinking by acting like a trap
Q78. According to the article, how long does a full application of the
seven reframing practices take?
A. 10 minutes
B. 30 minutes
C. 1 hour
D. Half a day
Answer: B. 30 minutes
Q79. Why is real-world testing essential even after reframing is
done?
A. To impress stakeholders
B. To validate the idea against assumptions and customer reality
C. To increase marketing reach
D. To avoid documentation
Answer: B. To validate the idea against assumptions and
customer reality
Q80. What is the key takeaway from the article’s approach to
problem-solving?
A. Problems should be outsourced to consultants
B. Creativity matters less than data
C. Finding better problems to solve can unlock better solutions
D. Always prioritize timelines
Answer: C. Finding better problems to solve can unlock better
solutions
Here is the next set of MCQs — Q81 to Q100 — based on the full text of Thomas Wedell-Wedellsborg’s article “Are You Solving the Right Problems?”:
Q81. What is the role of ‘positive exceptions’ in problem
reframing?
A. To highlight what didn’t work
B. To analyze what worked and why it worked
C. To calculate ROI of failure
D. To design punishment systems
Answer: B. To analyze what worked and why it worked
Q82. In the lawyer’s example, why did one long-term business initiative
succeed?
A. It had senior partner approval
B. It was mandated by the government
C. A rising-star associate championed it
D. It had a large budget
Answer: C. A rising-star associate championed it
Q83. What motivated the associate to follow through with the
initiative?
A. A passion for law
B. Financial incentives
C. A desire to impress partners and gain an edge
D. A strong personal brand
Answer: C. A desire to impress partners and gain an edge
Q84. What lesson did the firm learn from involving associates in strategic
meetings?
A. Junior staff should avoid high-stakes planning
B. Including rising stars can lead to action
C. Only partners should handle strategy
D. Associates lack the big-picture view
Answer: B. Including rising stars can lead to action
Q85. What can reframing avoid during problem discussions in large
groups?
A. Over-delegation
B. Excessive optimism
C. Defensive behavior triggered by failure analysis
D. Budget constraints
Answer: C. Defensive behavior triggered by failure analysis
Q86. In “Getting to Yes,” how is the window conflict resolved?
A. One party wins
B. A third party offers a compromise solution
C. The window is locked permanently
D. Both leave the room
Answer: B. A third party offers a compromise solution
Q87. What was the deeper need of the person wanting the window open in the
“Getting to Yes” example?
A. To let in a bird
B. To reduce heat
C. To get fresh air
D. To spy outside
Answer: C. To get fresh air
Q88. What was the concern of the person who wanted the window
closed?
A. Noise pollution
B. A draft
C. Sunlight
D. Bugs
Answer: B. A draft
Q89. How did Petraeus reframe military strategy in insurgencies?
A. Use stronger weapons
B. Focus on territorial wins
C. Shift focus to winning local civilian support
D. Prioritize espionage
Answer: C. Shift focus to winning local civilian support
Q90. What was the traditional goal of U.S. military operations before
Petraeus’ reframing?
A. Gaining political control
B. Winning civilian trust
C. Defeating enemy forces
D. Capturing natural resources
Answer: C. Defeating enemy forces
Q91. What organizational mindset did Petraeus challenge?
A. Fighting insurgents is unnecessary
B. The enemy is always external
C. Military victory equals public success
D. Objectives must adapt to new contexts
Answer: D. Objectives must adapt to new contexts
Q92. What does the article warn against when using a checklist for
reframing?
A. It can be too expensive
B. It may become legally risky
C. It can discourage deep thinking
D. It requires software tools
Answer: C. It can discourage deep thinking
Q93. What metaphor from The Sandman does the author use to caution against rigid tools?
A. Dreams must be free
B. Questions are better than answers
C. Tools can be the subtlest of traps
D. Everything needs a name
Answer: C. Tools can be the subtlest of traps
Q94. Why is relying only on internal perspectives dangerous in problem
diagnosis?
A. It promotes groupthink
B. It leads to budgeting errors
C. It ignores competitor behavior
D. It reduces staff morale
Answer: A. It promotes groupthink
Q95. What should accompany reframing to ensure effective
problem-solving?
A. Weekly brainstorming
B. Office retreats
C. Real-world testing and customer observation
D. Strict project timelines
Answer: C. Real-world testing and customer observation
Q96. What lesson does Steve Blank emphasize regarding
problem-solving?
A. Hire consultants early
B. Keep meetings short
C. You can’t solve problems inside your own building
D. Customers are always right
Answer: C. You can’t solve problems inside your own building
Q97. What does ‘thinking about thinking’ refer to in reframing
techniques?
A. Emotional intelligence
B. Metacognition
C. Brainstorming
D. Scheduling reflection time
Answer: B. Metacognition
Q98. What happened after Nickelodeon addressed the emotional friction in
its app login?
A. No impact on user activity
B. 10x increase in sign-ups
C. App ratings declined
D. Legal issues emerged
Answer: B. 10x increase in sign-ups
Q99. What did the Nickelodeon team miss by focusing only on
usability?
A. Speed of app
B. Kids’ emotional response to the password request
C. Visual design flaws
D. User reviews
Answer: B. Kids’ emotional response to the password request
Q100. What critical reminder does the article end with?
A. Don’t overthink
B. Reframing is the only method you need
C. Reframing + real-world testing = results
D. Strategy matters more than culture
Answer: C. Reframing + real-world testing = results
