The Issue with Moving from Problem to Solution
I loved my first job out of college developing and integrating corporate technology systems. Many days were spent either alone or with teams enabling business processes and getting systems to “talk to each other.”
We learned to think in conditional (if-then) statements and Boolean logic (it’s this AND that, OR that NOT that).
In other words, we established a linear connection between problems and solutions, which felt very gratifying.
Like a fresh cut lawn, a snow-shoveled driveway, a washed vehicle, or a clean-shaven face, you can look at it and know it’s completed.
Yet many of my colleagues and I were often totally out of sync with the factors that actually motivated people to invest in and change corporate technology systems and business processes.
As a result, we were the recipients of plans, not the influencers of plans.
Does your mind like drawing that clear, straight line from problem to solution?
I know mine does.
For example, when I got home from work the other day, my wife greeted me with, “How was your day?”
I responded, “Great! I got a ton off my plate!”
She paused, nodded affirmingly, and asked, “Is that how you measure your day?”
Indeed, far too often it is.
Mowed lawns, shoveled driveways, washed vehicles, clean-shaven face, answered emails, resolved issues, proposals delivered, meetings attended, deliverables completed.
Check, check, check, check, check, check…and check!
(Side note: When you do management 1-1s, how much time do you spend problem-solving, issue-resolving, and status-updating versus connecting with and coaching the other person?)
Let me be clear:
The line from problem to solution, from issue to resolution, from status to update, from request to fulfillment isn’t bad, and it’s part of work.
But consider this …
I helped a colleague prepare a corporate training proposal and it went something like this:
“What’s your interpretation of the situation,” I asked.
“The client needs leadership training for their mid-level leaders.”
“Why?”
“Because training their leaders is one of their company objectives this year.”
“Why? What’s their interpretation of the situation,” I asked.
“I think they are concerned.”
“About what?”
“They seem worried about market conditions changing, and about the ability of their mid-level leaders to develop, retain, and hold people accountable.”
My colleague’s focus was on the request: leadership training.
The client had their own subjective view of the request that included feelings of concern and worry.
The line from problem to solution wasn’t so straight as a proposal for corporate training.
The line bent through emotions and context unique to the people involved.
It reminded me that perspectives, meaning, feelings, and interpretations differ depending on which side of the problem and solution you sit.
That’s why the best influencers, collaborators, consultants, and leaders don’t just follow the straight line from problem to solution. They:
- Invite transparent and honest dialogue.
- Ask more and better questions to understand the roots and ambiguity surrounding the problem.
- Present solutions as positive direction not perfection, because rarely is it as simple as it may seem.
- Empathize and inquire about hesitations, resistance, and objections.
- Strive for shared commitments that create alignment between people and groups that have competing perspectives on the problem and solution.
Do you want to gain more cooperation, generate buy-in, and build cohesion and commitment?
Take a breath and take a few moments the next time you want to mow the clear-cut path from problem to solution. Explore and connect with others about the ambiguous, emotional, subjective space surrounding the path.
Is there a problem, issue, or request you are moving too quickly to solve?
