You can’t solve a problem unless you fully understand it. The quality of your solution is usually tied to how well you define the problem, as the often-misattributed quote goes, “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and five minutes thinking about solutions.
Unfortunately, many organizations still haven’t embraced this crucial lesson. Problem definition is challenging because many organizations focus on quick fixes rather than thoroughly understanding the issues at hand.
A solution-focused culture obscures true problem identification.
In such a culture, managers feel pressured to find immediate fixes and achieve short-term goals. They also tend to fall in love with solutions too quickly, even if these solutions don’t address the real issues. Deep, evidence-based inquiry into dormant problems and potential points of failure that may have long-term impacts are often neglected. Discussing problems, especially when the organization itself might be part of the problem, is seen as taboo or a sign of weakness.
Idea for Impact: Resist Solutionist Behaviors
Develop a greater appreciation for identifying problems.
Problem identification should be an ongoing activity, helping your boss, team, and customers identify and solve the right problems while resisting inherent solutionist behaviors.
By encouraging a culture that truly falls in love with problems, not just solutions, you not only improve your chances of solving them but also pave the way for a better, less complicated organization.
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