Redefining

Definition

Redefining is a three-step process for converting poorly defined challenges into solution-focused questions that mobilize thinking. A leader starts with a Challenge Statement (the problem as initially perceived), scrubs it against criteria to ensure it describes an actual condition (not a solution), creates a Should Statement rooted in an optimal outcome, and converts this into a "What Would It Take...?" (WWIT) question that directs attention toward possible solutions rather than blame or the past. The mechanics shift thinking from rearview (asking "why") to forward-facing (asking "what would it take").

In the Book

Goldsmith introduces Redefining in Chapter 3 as a critical tool for arriving at better strategy. He uses the example of a farm-equipment manufacturer whose leadership initially thought their challenge was "we can't find the right staff" but, after scrubbing against criteria, discovered the real condition was "we missed 14% of our order ship dates," and further still, the issue was specifically with large orders. The final WWIT became: "What would it take to ship all orders totaling more than $25,000 within four business days?" This reframed question led them to inventory management and outsourcing solutions, not hiring, and became a rallying call for the entire organization. He also shows how a college bookstore, by asking what it would take to "deliver the highest educational experience possible" rather than "increase profits," uncovered partnership opportunities with academic departments that generated millions in indirect revenue.

Why It Matters

Most challenges are named poorly, which leads to solving the wrong problem. Redefining forces clarity by distinguishing between a condition (something measurable and present-tense) and a solution (a proposed answer). It also shifts the emotional and cognitive frame away from blame-oriented backward-looking thinking ("why did this happen?") toward solution-oriented forward thinking ("what would it take to achieve this outcome?"). Because the tool is formulaic, it can be taught to entire organizations and used repeatedly, creating a common language for problem-framing and enabling leaders at all levels to arrive at sharper strategy.