Problem-Solving Preferences

People have preferences. We have preferences about so many different things that the number of different combinations is enormous. Everyone is unique. We even have preferences about the ways we try to solve problems. One classification of problem-solving preferences is the relative interest we have in focusing on objectives versus obstacles.

To focus on objectives is to keep foremost in mind what we're trying to achieve by solving the problem. To focus on obstacles is to look first at the difficulties we face when we try to implement candidate solutions.

When we approach problem solving, few of us are aware of whether we prefer to focus on objectives or obstacles. And few of us make conscious choices of focus during the solution process.

Because solving problems successfully requires balanced attention to both objectives and obstacles, choosing the right focus at the right stage of problem solving can dramatically enhance problem-solving effectiveness. Here are some observations that can help you make wise choices.

Objective orientation

A focus on objectives helps us find the way to the goal when we must make the detours needed to evade or eliminate obstacles. Keeping objectives in mind can be inspiring when attaining them seems out of reach, or when we encounter obstacles wherever we turn.

The objective orientation has a dark side, too. It can lead to an obsession with ideas that seem promising, but which have little practical value. And it can lead us to reject out of hand any candidate solution that requires that we temporarily deviate from the direct path to our goal. Rigid adherence to the objective orientation can actually prevent us from finding ways around obstacles.

Obstacle Orientation

A focus on obstacles helps us find impediments Relying mostly on one approach —
either objectives or obstacles — to
the exclusion of the other is a
path to failureearly in the search for solutions. This enables wise allocation of resources, which helps us rank possible solutions according to likelihood of success. And when we notice a common theme among some of the obstacles we find early in the search, we can apply that insight to the task of generating more promising candidate solutions.

The obstacle orientation has a dark side, too. A focus on obstacles can be dispiriting, because we must search for reasons why candidate solutions don't work. Sometimes we must consider the question, "Can any solution at all ever work?" And sometimes we can become so lost in addressing obstacles that we lose sight of the objective.

Relying mostly on one approach to the exclusion of the other is a path to failure. Both orientations — objectives and obstacles — are needed at various times and in different situations. And often we can't tell which approach we need at any given moment. An appreciation for the advantages and risks associated with each perspective can lead to acceptance of the approaches and contributions of people whose preferences differ from our own.  Top    Next Issue

Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience is rare. In part, it's rare because we usually strive only for adequacy, not for greatness. We do this because we don't fully appreciate the returns on greatness. Not only does it feel good to be part of great team — it pays off. Check out my Great Teams Workshop to lead your team onto the path toward greatness. More info

Your comments are welcome

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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Workplace Politics:

Group 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.

Conversation Despots

Some people insist that conversations reach their personally favored conclusions, no matter what others want. Here are some of their tactics.

Narcissistic Behavior at Work: IV

Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration.

What Keeps Things the Way They Are

Changing processes can be challenging. Sometimes the difficulty arises from our tendency to overlook other processes that work to keep things the way they are. If we begin by changing those "regulator processes" the difficulty can sometimes vanish.

Incoherent Initiatives

Mission statements of organizational initiatives serve as recruiting instruments as advocates seek support for their missions. When advocates compromise coherence of mission to maximize the depth and breadth of support, trouble looms.

See also Workplace Politics and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming March 19: On Lying by Omission

Of the many devious strategies of workplace politics, deception is among the most commonly used. And perhaps the most commonly used tactic of deception is lying. Since getting caught in a lie can be costly, people try to lie without lying. Available here and by RSS on March 19.

And on March 26: Seven Ways to Support Word-of-Mouth About Your Content

Whether you're making a presentation or writing an article or a book, making your material more memorable is a desirable objective. After the talk, or after the reader sets down your work, what you have to offer will be accessible only if the auditor or reader remembers something about it. Available here and by RSS on March 26.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info