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? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Abraham, 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?
- My Right Foot
- There's nothing like an injury or illness to teach you some life lessons. Here are some things I learned
recently when I temporarily lost some of my independence.
- Ten Reasons Why You Don't Always Get What You Measure: I
- One of the "truisms" floating around is that "You get what you measure." Belief
in this assertion has led many to a metrics-based style of management, but the results have been uneven
at best. Why?
- On Virtual Relationships
- Whether or not you work as part of a virtual team, you probably work with some people you rarely meet
face-to-face. And there are some people you've never met, and probably never will. What does it take
to maintain good working relationships with people you rarely meet?
- How 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.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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 Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.