A very important point. I would add that problem definition itself is never neutral, it depends on who is defining the problem and from which perspective. Sometimes the problem is framed by leadership, technical teams, or operations teams, and each may see a different reality.

There is also often an authority bias in organizations: once a C-suite leader supports a solution, others may hesitate to challenge it, even if the underlying problem has not been fully examined.

A stronger approach may be to first define the problem through root cause analysis, and then intentionally separate roles within the team one group to propose solutions, and another to critically test and challenge them. That can improve both problem framing and solution quality.