AUTHOR COPY Human Systems Management 32 (2013) 143–150 DOI 10.3233/HSM-130788 IOS Press 143 Adapting as complex problem solving: Shifting to new solutions in light of complex problems Luke Houghton a,* and Mike Metcalfe b a Griffith Business School, Griffith University, Nathan, Australia b School of Management, University of South Australia Business School, Adelaide, Australia Abstract. What is a problem? Without people there would be no problems. Problems are most likely a conception of our mind. This means solutions are also determined by our conceptions that we can mould and adapt to suit our circumstances. For example, in considering reasonable solutions to world poverty, it needs to be firstly determined whether the situation is due to God’s Will, Imperialism or a lack of Capitalism. Thus unstructured problem solving becomes a process of making explicit which conception of a problem is being used. This paper will re-present the argument that problems and their solutions are merely a conception of our brains and because of this we can change and adapt our thinking to match the evolving circumstances. The implications of this is found in the way we train people in problem solving, especially as we focus heavily on linearity and not complexity, as a method of explaining how people adapt their problem solving ability as part of a adaptive process. The paper concludes by arguing that this framework needs to be developed into a more formal process so that the ‘reality’ of problem solving is better understood. A small illustration of adaptive problem solving is included to help understand the concept. Keywords: Complex problem solving, adaptive problem solving, complexity Dr Luke Houghton is a Senior Lec- turer in Management and Information Systems in the Department of Interna- tional Business and Asian Studies, in the Griffith Business School, Griffith Uni- versity. His main interests lie in the role cognition, sensemaking and learn- ing play in complex problem solving. Recently he has followed his interests into higher education with publications in the Oxford Review of Education, Australasian Journal of Educational Technology and The Journal of Informa- tion Technology Education. He also has publications in the Journal of the Operational Research Society and Systems Research and Behaviorial Science. * Corresponding author: Luke Houghton, Department of Interna- tional Business and Asian Studies, Griffith Business School, Griffith University, Nathan, QLD, 4111, Austraila. Tel.: +61 7 37357721; E-mail: l.houghton@griffith.edu.au. Mike Metcalfe Associate Professor, School of Management, University of South Australia, is an expert in strategic thinking (business planning). Mike has published 2 books (6 in total) and over 70 refereed articles, supervised 20 PhD studtents (12 completed) examined over 10 PhDs for other Universites, has won two Australian Research Council grants (15% sucess rate) has received over $200,000 in industry grants. His prag- matic pluralism comes from a lifetime of engaging with change from the con- traction of the British Empire, through the IT revolution, to careers in the Merchant Navy, being a British Army Parachute Regiment Reservist, working in industry, Govern- ment, and as a lecturer at Universities in England, New Zealand and Australia. At one time he was a senior policy adviser to the Deputy Premier and Treasurer of South Australia. 1. Problem statement Operations research is primarily focused on ‘solv- ing problems’. Problems are typically seen as objects that need manipulation to fit some algorithmic process. 0167-2533/13/$27.50 © 2013 – IOS Press and the authors. All rights reserved