The three of them piled out of the taxi and ran through the rain across the plaza, past the Jersey barriers, to the revolving doors. Hal and Sam let Julie go inside first. Then, highly motivated by the now-pelting rain, Hal and Sam crammed themselves into the next chamber of the doors, and exploded out into the lobby, not quite drenched.
"Used to be a canopy here," said Hal. "They took it out when they put in the Jersey barriers. Must be a security thing."
Sam was wet and fuming: "There has to be a drier way to increase security."
Sam might be right. It's likely that when the security staff addressed the problem of enhancing security, they gave relatively more importance to security considerations than to the inconvenience of building users in inclement weather. They defined the problem they were solving, and (perhaps) failed to account for the problems their solution generated for some stakeholders.
It's a common pattern. Here are some guidelines for defining and solving problems.
- Definition and solution are in a dance
- Definition and solution aren't sequential — they dance together. Progress on solutions can expose unanticipated issues. Even partial solutions can produce discoveries that can actually change what people perceive to be the problem.
- Solution and stakeholders are in a dance
- Any solution can create new problems and/or new stakeholders. Anticipate who these new people might be, and work with them now, despite the added cost. Early involvement is preferable, because involvement after deployment of the solution might be even more expensive.
- Stakeholders and definition are in a dance
- Partial solutions expose new Exploring any one of
Definition, Solution, and
Stakeholders can reveal
new elements of
the other twostakeholders with new insights and perceptions, and they can change the problem definition. This link completes a cycle involving Definition, Solution, and Stakeholders. Their dance can be confusing, but it's more confusing to believe that you have a definition and a solution when you don't. Keep going around the loop until things stabilize.
- Rarely is there a "best" way
- Most of the problems we deal with have no "best" solution. Yet, we spend much of our energy searching for the best solution, even when nobody actually told us to find the best solution. And even if a best solution does exist, the cost of finding it (and proving that we've done so) can be prohibitive. Good enough usually is.
- Optimality requires a metric
- If you're expected to find the "best" solution, be certain that you have a well-defined metric that provides unambiguous comparisons. Without one, "best" has no concrete meaning, and you actually have two problems instead of one. You have to find both a metric and a solution.
Applying these guidelines involves not only the problem you're trying to solve, but also addressing problems in your problem solving process. Beware: tackling both at once can be tricky. Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenbXiiAqoWPQhMVPlEner@ChacxhyWdVJRXaQTehzSoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Take Any Seat: II
- In meetings, where you sit in the room influences your effectiveness, both in the formal part of the
meeting and in the milling-abouts that occur around breaks. You can take any seat, but if you make your
choice strategically, you can better maintain your autonomy and power.
- My Boss Is Driving Me Nuts
- When things go badly, many of us experience stress, and we might indulge various appetites in harmful
ways. Some of us say things like "My boss is driving me nuts," or "She made me so angry."
These explanations are rarely legitimate.
- Management Debt: II
- As with technical debt, we incur management debt when we make choices that carry with them recurring
costs. How can we quantify management debt?
- Why Do Business Fads Form?
- The rise of a business fad is due to the actions of both its advocates and adopters. Understanding the
interplay between them is essential for successful resistance.
- How to Waste Time in Meetings
- Nearly everyone hates meetings. The main complaint: they're mostly a waste of time. The main cause:
us. Here's a field manual for people who want to waste even more time.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUOjYrPoMGhAwbDKjner@ChacdBUxJnvqFTIpTZyuoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.