Point Lookout
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Archive of Past Issues

Problem Solving and Creativity

Here are links to the previous issues of Point Lookout that touch on Problem Solving and Creativity. Bookmark this page. Or browse this archive by date. Subscribe now.

Cargo containers at a port of entryComing May 31: Unresponsive Suppliers: III
When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
A blue peacock of IndiaAnd on June 7: The Knowledge One-Upmanship Game
The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.

Other topical archives:

December 28, 2016

The city walls of Dubrovnik, CroatiaProblem Displacement by Intention
When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement has occurred. Sometimes it's intentional.

December 21, 2016

A diagrammatic representation of the Deer Island Waste Water Treatment Plant in Boston HarborProblem Displacement and Technical Debt
The term problem displacement describes situations in which solving one problem creates another. It sometimes leads to incurring technical debt. How? What can we do about it?

November 9, 2016

Platypus swimmingSolving the Problem of Solving Problems
Problem solving is sometimes difficult when our biases interfere with generating candidate solutions, or with evaluating candidates we already have. Here are some suggestions for dealing with these biases.

August 31, 2016

Cherry blossoms, some open, some closedContributions, Open and Closed
We can classify contributions to discussions according to the likelihood that they stimulate new thought. The more open they are, the more they stimulate new thought. How can we encourage open contributions?

August 24, 2016

Airliner coach seatingVirtual Teams Need Generous Travel Budgets
Although virtual team members who happen to be co-located do meet from time to time, meetings of people who reside at different sites are often severely restricted by tight or non-existent travel budgets. Such restrictions, intended to save money, can contribute to expensive delays and errors.

April 20, 2016

A virtual team as a networkVirtual Brainstorming: II
When virtual teams must brainstorm, they try to do so virtually. But brainstorming isn't just another meeting. There's a real risk that virtual brainstorms might produce inadequate results. Here's Part II of some suggestions for reducing the risk.

April 13, 2016

A globe puzzleVirtual Brainstorming: I
When we need to brainstorm, meeting virtually carries a risk that our results might be problematic. Here's Part I of some steps to take to reduce the risk.

January 13, 2016

A curious babyWhen Fixing It Doesn't Fix It: II
When complex systems misbehave, repairs can require deep thought, inspiration, and careful reasoning. Here are guidelines for a systematic approach to repairing complex systems.

January 6, 2016

Vintage slot machine at the Casino Legends Hall of Fame at the Tropicana Las Vegas Casino Hotel Resort, NevadaWhen Fixing It Doesn't Fix It: I
When complex systems misbehave, a common urge is to find any way at all to end the misbehavior. Succumbing to that urge can be a big mistake. Here's why we succumb.

December 30, 2015

COL Michael Wyly, USMC (ret)Call in the Right Expert
When solving a problem is beyond us, we turn to experts, but sometimes we turn to the wrong experts. That can make the problem even worse. Why? How does this happen? What can we do about it?

December 23, 2015

Louis Pasteur in 1885Wishful Significance: II
When we're beset by seemingly unresolvable problems, we sometimes conclude that "wishful thinking" was the cause. Wishful thinking can result from errors in assessing the significance of our observations. Here's a second group of causes of erroneous assessment of significance.

December 16, 2015

Brendan Nyhan and Jason ReiflerWishful Significance: I
When things don't work out, and we investigate why, we sometimes attribute our misfortune to "wishful thinking." In this part of our exploration of wishful thinking we examine how we arrive at mistaken assessments of the significance of what we see, hear, or learn.

December 9, 2015

Fog offshore near Cabrillo National Monument, CaliforniaClearing Conflict Fog
At times, groups can become so embroiled in destructive conflict that conventional conflict resolution becomes ineffective. How does this happen? What can we do about it?

November 4, 2015

The U.S. F-35 Lightning II joint strike fighter lifts off for its first training sortie March 6, 2012, at Eglin Air Force Base, FloridaWishful Thinking and Perception: II
Continuing our exploration of causes of wishful thinking and what we can do about it, here's Part II of a little catalog of ways our preferences and wishes affect our perceptions.

October 28, 2015

The "Face on Mars" as seen by Viking 1 in 1976, compared to the MGS image taken in 2001Wishful Thinking and Perception: I
How we see the world defines our experience of it, because our perception is our reality. But how we see the world isn't necessarily how the world is.

October 21, 2015

The Satir Interaction Model as simplified by WeinbergManaging Wishful Thinking Risk
When things go wrong, and we look back at how we got there, we must sometimes admit to wishful thinking. Here's a framework for managing the risk of wishful thinking.

December 3, 2014

Phoenix caissons being towed to form a Mulberry harbor off Normandy, June 1944Ten Approaches to Managing Project Risks: III
Project risk management strategies are numerous, but these ten strategies are among the most common. Here are the last three of the ten strategies in this little catalog.

November 5, 2014

XP-80 prototype Lulu-Belle on the groundRationalizing Creativity at Work: II
Creative thinking at work can be nurtured or encouraged, but not forced or compelled. Leaders who try to compel creativity because of very real financial and schedule pressures rarely get the results they seek. Here are examples of tactics people use in mostly-futile attempts to compel creativity.

October 29, 2014

A collaboration session in a modern workplaceRationalizing Creativity at Work: I
Much of the work of modern organizations requires creative thinking. But financial and schedule pressures can cause us to adopt processes that unexpectedly and paradoxically suppress creativity, thereby increasing costs and stretching schedules. What are the properties of effective approaches?

April 30, 2014

A keyboardOffice Automation
Desktop computers, laptop computers, and tablets have automation capabilities that can transform our lives, but few of us use them. Why not? What can we do about that?

April 23, 2014

Eugene F. Kranz, flight director, at his console on May 30, 1965, in the Control Room in the Mission Control Center at HoustonDesign Errors and Group Biases
Design errors can cause unwanted outcomes, but they can also lead to welcome surprises. The causes of many design errors are fundamental attributes of the way groups function. Here is Part II of our exploration.

April 16, 2014

Ice on Challenger's launch pad hours before the launchDesign Errors and Groupthink
Design errors cause losses, lost opportunities, accidents, and injuries. Not all design errors are one-offs, because their causes can be fundamental. Here's a first installment of an exploration of some fundamental causes of design errors.

July 10, 2013

A dead Manchurian AshWorkplace Politics and Type III Errors
Most job descriptions contain few references to political effectiveness, beyond the fairly standard collaborate-to-achieve-results kinds of requirements. But because true achievement often requires political sophistication, understanding the political content of our jobs is important.

December 26, 2012

An FBI SWAT team assists local law enforcement in New Orleans in August 2005The Paradox of Structure and Workplace Bullying
Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps to understand this paradox and learn to recognize its effects.

December 12, 2012

The impeachment managers for the impeachment of U.S. President Andrew JohnsonProblem-Solving Preferences
When people solve problems together, differences in preferred approaches can surface. Some prefer to emphasize the goal or objective, while others focus on the obstacles. This difference is at once an asset and annoyance.

September 12, 2012

Still Life with Chair-Caning, by PicassoSolutions as Found Art
Examining the most innovative solutions we've developed for difficult problems, we often find that they aren't purely new. Many contain pieces of familiar ideas and techniques combined together in new ways. Accepting this as a starting point can change our approach to problem solving.

September 5, 2012

A map of the Internet ca. January 2005Intentionally Unintentional Learning
Intentional learning is learning we undertake by choice, usually with specific goals. When we're open to learning not only from those goals, but also from whatever we happen upon, what we learn can have far greater impact.

August 22, 2012

Dunes in Death Valley, CaliforniaHill Climbing and Its Limitations
Finding a better solution by making small adjustments to your current solution is usually a good idea. The key word is "usually."

April 18, 2012

U.S. Army troops wade ashore during the Normandy landingsReactance and Decision-Making
Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be very, very difficult. What makes decisions difficult?

February 29, 2012

Henri Laurence Gantt, inventor of the Gantt ChartThe Tyranny of Singular Nouns
When groups try to reach decisions, and the issue in question has a name that suggests a unitary concept, such as "policy," they sometimes collectively assume that they're required to find a one-size-fits-all solution. This assumption leads to poor decisions when one-size-fits-all isn't actually required.

February 22, 2012

The Messerschmitt Me 262, which was the first jet fighter to fly in combatHow to Foresee the Foreseeable: Preferences
When people collaborate on complex projects, the most desirable work tends to go to those with highest status. When people work alone, they tend to spend more time on the parts of the effort they enjoy. In both cases, preferences rule. Preferences can lead us astray.

February 15, 2012

Roger Boisjoly of Morton Thiokol, who tried to halt the launch of Challenger in 1986How to Foresee the Foreseeable: Focus on the Question
When group decisions go awry, we sometimes feel that the failure could have been foreseen. Often, the cause of the failure was foreseen, but because the seer was a dissenter within the group, the issue was set aside. Improving how groups deal with dissent can enhance decision quality.

February 8, 2012

A portrait of Matthew Lyon, printer, farmer, soldier, politicianHow to Foresee the Foreseeable: Recognize Haste
When trouble arises after we commit to a course of action, we sometimes feel that the trouble was foreseeable. One technique for foreseeing the foreseeable depends on recognizing haste in the decision-making process.

January 4, 2012

Space Shuttle Columbia during the launch of its final missionHow to Reject Expert Opinion: II
When groups of decision-makers confront complex problems, and they receive opinions from recognized experts, those opinions sometimes conflict with the group's own preferences. What tactics do groups use to reject the opinions of people with relevant expertise?

December 28, 2011

Signers of the 1938 Munich AgreementHow to Reject Expert Opinion: I
When groups of decision-makers confront complex problems, they sometimes choose not to consult experts or to reject their advice. How do groups come to make these choices?

October 26, 2011

A waterfall and spray cliff in the mountains of VirginiaDecisions: How Looping Back Helps
Group decision-making often proceeds through a series of steps including forming a list of options, researching them, ranking them, reducing them, and finally selecting one. Often, this linear approach yields disappointing results. Why?

August 31, 2011

President Lincoln and Gen. George B. McClellan in the general's tentIs the Question "How?" or "Whether?"
In group decision-making, tension sometimes develops between those who favor commitment to the opportunity at hand, and those who repeatedly ask, "If we do that, how will we do it?" Why does this happen?

August 24, 2011

Stainless steel cutleryNew Ideas: Experimentation
In collaborative problem solving, teams sometimes perform experiments to help choose a solution. These experiments sometimes lead to trouble. What are the troubles and how can we avoid them?

August 17, 2011

Wilson's Bird-of-paradiseNew Ideas: Judging
When groups work together to solve problems, they eventually evaluate the ideas they generate. They sometimes reject perfectly good ideas, while accepting some really boneheaded ones. How can we judge new ideas more effectively?

August 10, 2011

XP-80 prototype Lulu-Belle on the groundNew Ideas: Generation
When groups work together to solve problems, they employ three processes repeatedly: they generate ideas, they judge those ideas, and they experiment with those ideas. We first examine idea generation.

October 20, 2010

Part of one of the tunnel boring machines used to build the tunnel under the English ChannelForward Backtracking
The nastiest part about solving complex problems isn't their complexity. It's the feeling of being overwhelmed when we realize we haven't a clue about how to get from where we are to where we need to be. Here's one way to get a clue.

September 15, 2010

Then-Capt. Elwood R. Quesada who became commanding general of the 9th Fighter Command in operation OverlordGroup Problem-Solving Tangles
When teams solve problems together, discussions of proposed solutions usually focus on combinations of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling these threads can make discussions much more effective.

September 8, 2010

A 1928 Ford Model A Business CoupeClueless on the Concept
When a team member seems not to understand something basic and important, setting him or her straight risks embarrassment and humiliation. It's even worse when the person attempting the "straightening" is wrong, too. How can we deal with people we believe are clueless on the concept?

August 11, 2010

The Stevens Memorial Library in Ashburnham, MassachusettsTake Charge of Your Learning
Many of us let others set our learning agendas — peers, employers, or the mass media. But you can gain much both personally and professionally by setting your own learning agenda.

July 28, 2010

Senator Carter Glass (Democrat of Virginia) and Representative Henry B. Steagall (Democrat, Alabama Third), the co-sponsors of the Glass-Steagall ActExploiting Failed Ideas
When the approach you've been using fails, how do you go about devising Plan B? Or Plan C? Here are some ways to find new approaches by examining failures.

May 5, 2010

A Lockheed L-1011 Tristar aircraft like the one flown by Eastern Airlines flight 401Problem Not-Solving
Group problem solving is a common purpose of meetings. Although much group problem solving is constructive, some patterns are useless or worse. Here are some of the more popular ways to engage in problem not-solving.

April 28, 2010

Captain Robert F. Scott and most of his team returning from the South PoleProject Improvisation and Risk Management
When reality trips up our project plans, we improvise or we replan. When we do, we create new risks and render our old risk plans obsolete. Here are some suggestions for managing risks when we improvise.

April 14, 2010

Dunlin flock at Nelson Lagoon, AlaskaProject Improvisation as Group Process
When project plans contact reality, things tend to get, um, a bit confused. We can sometimes see the trouble coming in time to replan thoughtfully — if we're nearly clairvoyant. Usually, we have to improvise. How a group improvises tells us much about the group.

April 7, 2010

In-flight portrait of the Apollo 13 Environmental Control SystemProject Improvisation Fundamentals
Project plans are useful — to a point. Every plan I've ever seen eventually has problems when it contacts reality. At that point, we replan or improvise. But improvisation is an art form. Here's Part I of a set of tips for mastering project improvisation.

January 6, 2010

The Shining Flycatcher, native of Northern Australia and Southwest Pacific islandsBacktracking in Incremental Problem Solving
Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.

September 9, 2009

Six kids on a PlayPumpThe Questions Not Asked
Often, the path to forward progress is open and waiting, but we don't recognize it, or we convince ourselves it isn't there. Learning to see what we believe isn't there is difficult. Here are some reasons why.

June 17, 2009

James Madison, author of the Bill of RightsTeamwork Myths: Conflict
For many teams, conflict is uncomfortable or threatening. It's so unpleasant so often that many believe that all conflict is bad — that it must be avoided, stifled, or at least managed. This is a myth. Conflict, in its constructive forms, is essential to high performance.

December 31, 2008

GEN Eric Shinseki and CWO Nicholas PunimataThe Perils of Piecemeal Analysis: Group Dynamics
When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster, it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The source of some of this risk is the nature of group discussion.

December 17, 2008

Albert Einstein playing his violin on his 50th birthday in 1929The Perils of Piecemeal Analysis: Content
A team member proposes a solution to the latest show-stopping near-disaster. After extended discussion, the team decides whether or not to pursue the idea. It's a costly approach, because too often it leads us to reject unnecessarily some perfectly sound proposals, and to accept others we shouldn't have.

June 25, 2008

Ice on Challenger's launch pad hours before the launchUnintended Consequences
Sometimes, when we solve problems, the solutions create new problems that can be worse than the problems we solve. Why does this happen? How can we limit this effect?

May 21, 2008

Artist's drawing of a pterosaurLearning
What have you learned today? What has enriched you, changed your understanding of the world, or given you a new view of history or the future? Learning something new every day is a worthy goal.

March 5, 2008

2nd. Lt. Henry Martyn Robert, U.S. Army (center)What, Why, and How
When solving problems, groups frequently get stuck in circular debate. Positions harden even before the issue is clear. Here's a framework for exploration that can sharpen thinking and focus the group.

December 5, 2007

A hummingbird feeding on the nectar of a flowerAnnoyance to Asset
Unsolicited contributions to the work of one element of a large organization, by people from another, are often annoying to the recipients. Sometimes the contributors then feel rebuffed, insulted, or frustrated. Toxic conflict can follow. We probably can't halt the flow of contributions, but we can convert it from a liability to a valuable asset.

November 22, 2006

A light bulb, the universal symbol of creativityAsking Brilliant Questions
Your team is fortunate if you have even one teammate who regularly asks the questions that immediately halt discussions and save months of wasted effort. But even if you don't have someone like that, everyone can learn how to generate brilliant questions more often. Here's how.

October 25, 2006

A hearing in the U.S. Senate, in which Defense Secretary Donald Rumsfeld is responding to questions about appropriations.What Makes a Good Question?
In group discussion or group problem solving, many of us focus on being the first one to provide the answer. The right answer can be good; but often, the right question can be better.

October 11, 2006

The Johari WindowAssumptions and the Johari Window: II
The roots of both creative and destructive conflict can often be traced to the differing assumptions of the parties to the conflict. Here's Part II of an essay on surfacing these differences using a tool called the Johari window.

October 4, 2006

The Fram, Amundsen's shipBreaking the Rules
Many outstanding advances are due to those who broke rules to get things done. And some of those who break rules get fired or disciplined. When is rule breaking a useful tactic?

September 27, 2006

The Johari WindowAssumptions and the Johari Window: I
The roots of both creative and destructive conflict can often be traced to differing assumptions of the parties to the conflict. Working out these differences is a lot easier when we know what everyone's assumptions are.

September 6, 2006

Tenacious under full sailThe Solving Lamp Is Lit
We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving before everyone is even aware of the problem. Here's how to prevent premature solution.

August 9, 2006

A team raises a wall of a new home sponsored by the US Department of Housing and Urban DevelopmentOrganizing a Barn Raising
Once you find a task that you can tackle as a "barn raising," your work is just beginning. Planning and organizing the work is in many ways the hard part.

August 2, 2006

A team raises a wall of a new home sponsored by the U.S. Department of Housing and Urban DevelopmentWorkplace Barn Raisings
Until about 75 years ago, barn raising was a common custom in the rural United States. People came together from all parts of the community to help construct one family's barn. Although the custom has largely disappeared in rural communities, we can still benefit from the barn raising approach in problem-solving organizations.

July 12, 2006

White water raftingWe Are All People
When a team works to solve a problem, it is the people of that team who do the work. Remembering that we're all people — and all different people — is an important key to success.

March 15, 2006

Benjamin FranklinProblem-Solving Ambassadors
In dispersed teams, we often hold meetings to which we send delegations to work out issues of mutual interest. These working sessions are a mix of problem solving and negotiation. People who are masters of both are problem-solving ambassadors, and they're especially valuable to dispersed or global teams.

February 8, 2006

An aircraft armament technician pushes a 500-pound toolbox to an A-10 at Whiteman Air Force BaseTen Tactics for Tough Times: II
When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation for a while, and then if we still have time to act, we do what seems best. Here's Part II of a set of approaches that can organize your thinking and shorten the obsessing.

February 1, 2006

Problem solving often requires collaborationTen Tactics for Tough Times: I
When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation for a while, and then if we still have time to act, we do what seems best. Here's Part I of a set of approaches that can organize your thinking and shorten the obsessing.

January 25, 2006

A waterfall and spray cliff in the mountains of VirginiaThe Shower Effect: Sudden Insights
Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why didn't I think of this before?" What causes these moments? How can we make them happen sooner?

December 7, 2005

The Scream, by Edvard MunchComfortable Ignorance
When we suddenly realize that what we've believed is wrong, or that what we've been doing won't work, our fear and discomfort can cause us to persevere in our illusions. If we can get better at accepting reality and dealing with it, we can make faster progress toward real achievement.

October 26, 2005

DeadlockDealing with Deadlock
At times it seems that nothing works. Whenever we try to get moving, we encounter obstacles. If we try to go around them, we find more obstacles. How do we get stuck? And how can we get unstuck?

August 10, 2005

Wheelchair basketballBonuses
How we deal with adversity can make the difference between happiness and something else. And how we deal with adversity depends on how we see it.

August 3, 2005

Jersey barriers outside the US White HouseProblem Defining and Problem Solving
Sometimes problem-solving sessions are difficult because we get started solving a problem before we know what problem we're solving. Understanding the connection between stakeholders, problem solving, and problem defining can reduce conflict and produce better solutions.

May 11, 2005

A traffic sign warning of trouble aheadNine Positive Indicators of Negative Progress
Project status reports rarely acknowledge negative progress until after it becomes undeniable. But projects do sometimes move backwards, outside of our awareness. What are the warning signs that negative progress might be underway?

April 20, 2005

Using an information kioskKnowing Where You're Going
Groups that can't even agree on what to do can often find themselves debating about how to do it. Here are some simple things to remember to help you focus on defining the goal.

March 2, 2005

A sandwich piled highWorking Lunches
To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good idea, but there are some hidden costs.

January 19, 2005

Agreeing to a dealObstacles to Compromise
Compromise is the art of devising an approach acceptable to all parties. A talent for compromise is rare. What makes finding compromises so difficult?

January 12, 2005

Emergency extrication trainingEmergency Problem Solving
In emergencies, group problem solving is unusually challenging, especially if lives, careers, or companies depend on finding a solution immediately. Here are some tips for members of teams that are solving problems in emergencies.

January 5, 2005

Winter dawn in BostonOn Beginnings
A new year has begun, and I'm contemplating beginnings. Beginnings can inspire, and sometimes lead to letdown when our hopes or expectations aren't met. How can we handle beginnings more powerfully?

October 27, 2004

A flapjack breakfastBois Sec!
When your current approach isn't working, you can scrap whatever you're doing and start again — if you have enough time and money. There's a less radical solution, and if it works, it's usually both cheaper and faster.

January 21, 2004

CongruenceCoping with Problems
How we cope with problems is a choice. When we choose our coping style, we help determine our ability to address the problems we face. Of eight styles we can identify, only one is universally constructive, and we rarely use it.

December 10, 2003

A cup of coffeeHelp for Asking for Help
When we ask for help, from peers or from those with organizational power, we have some choices. How we go about it can determine whether we get the help we need, in time for the help to help.

December 3, 2003

Helping each otherWhen We Need a Little Help
Sometimes we get in over our heads — too much work, work we don't understand, or even complex politics. We can ask for help, but we often forget that we can. Even when we remember, we sometimes hold back. Why is asking for help, or remembering that we can ask, so difficult? How can we make it easier?

August 6, 2003

Finger PuzzlesFinger Puzzles and "Common Sense"
Working on complex projects, we often face a choice between "just do it" and "wait, let's think this through first." Choosing to just do it can seem to be the shortest path to the goal, but it rarely is. It's an example of a Finger Puzzle.

July 30, 2003

Horns of a dilemmaChoices for Widening Choices
Choosing is easy when you don't have much to choose from. That's one reason why groups sometimes don't recognize all the possibilities — they're happiest when choosing is easy. When we notice this happening, what can we do about it?

July 23, 2003

A rocking chairPoverty of Choice by Choice
Sometimes our own desire not to have choices prevents us from finding creative solutions. Life can be simpler (if less rich) when we have no choices to make. Why do we accept the same tired solutions, and how can we tell when we're doing it?

June 4, 2003

A rowboatFiguring Out What to Do First
Whether we belong to a small project team or to an executive team, we have limited resources and seemingly unlimited problems to deal with. How do we decide which problems are important? How do we decide where to focus our attention first?

April 23, 2003

PizzaCritical Thinking and Midnight Pizza
When we notice patterns or coincidences, we draw conclusions about things we can't or didn't directly observe. Sometimes the conclusions are right, and sometimes not. When they're not, organizations, careers, and people can suffer. To be right more often, we must master critical thinking.

December 11, 2002

Wooden shoesWhat Haven't I Told You?
When a project team hits a speed bump, it often learns that it had all the information it needed to avoid the problem, sometimes months in advance of uncovering it. Here's a technique for discovering this kind of knowledge more systematically.

August 7, 2002

A wrecked boatShould I Keep Bailing or Start Plugging the Leaks?
When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets, rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.

April 3, 2002

Something from Abraham, from Mark and from HennyAbraham, Mark, and Henny
Our plans, products, and processes are often awkward, bulky, and complex. They lack a certain spiritual quality that some might call elegance. Yet we all recognize elegance when we see it. Why do we make things so complicated?

August 15, 2001

A variety of fruit choicesWhen All Your Options Are Bad
When you have several options, and all seem politically risky, what can you do? Here are two guidelines to finding your way to a good outcome.

June 20, 2001

Illegal trash dumpIllegal Dumping
To solve problems, we change existing policies or processes, or we create new ones. We try to make things better and sometimes we actually succeed. More often, we create new problems — typically, for someone else.

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