Drawing on Theresa Torres' idea of [[Opportunities]], the opportunity space represents the full field of opportunities—inclusive of problems, pain points, needs, and desires—that I, as a product designer, can seek to address. One important property of an opportunity space is that these can be *infinite*, precisely what makes reaching a desired outcome an [[Ill-structured Problem]]. So a big part of dealing with the problem space is [[Choice- or Problem-framing]]—how we define and structure the opportunity space, is how we give structure to an ill-structured problem. A common way of mapping the opportunity space is to use the [[Opportunity Solution Tree]]. ## Reference Torres, Teresa. Continuous Discovery Habits: Discover Products that Create Customer Value and Business Value (p. 28). Product Talk LLC. Kindle Edition. > ... So, to make sure this model is more inclusive of such products, I’ll use opportunities to represent customer needs, pain points, and desires collectively and the opportunity space to represent the problem space as well as the desire space. > > To reach their desired outcome, a product trio must discover and explore the opportunity space. The opportunity space, however, is infinite. This is precisely what makes reaching our desired outcome an ill-structured problem. How the team defines and structures the opportunity space is exactly how they give structure to the ill-structured problem of reaching their desired outcome. David Jonassen, an educational psychologist from the University of Missouri, studied ill-structured problem-solving and highlights the importance of problem framing. How we frame an ill-structured problem impacts how we might solve it. Additionally, Jonassen suggests that we can’t simply start with one framing. Instead, he argues, good problem-solvers try out many framings, exploring how each impacts the solution space.