Avoiding biases in problem framing

How teams define problems determines which solutions get considered and whose needs get prioritized. Problem framing happens early in discovery, often before teams realize they're making consequential choices. Statements like "users need faster checkout" already contain assumptions about who users are, what they value, and what problems matter most. These frames can embed biases that persist through entire product cycles.

Teams naturally frame problems through their own experiences and perspectives. Product managers who commute by car might frame transportation problems differently than those who rely on public transit. Engineers comfortable with complex interfaces might underestimate accessibility barriers. These personal lenses aren't inherently wrong, but treating them as universal creates blind spots.

Biased problem framing often stems from whose pain points get labeled as problems worth solving. When teams only talk to power users, they frame problems around advanced features. When research focuses on high-income segments, affordability never becomes part of the problem definition. Examining who benefits from a particular problem frame reveals whether it serves genuine user needs or confirms existing team assumptions.