In environmental science, and elsewhere, the term problem displacement describes what happens when solving a given problem creates a different problem. For example, sewage sludge disposal by incineration solves the sewage sludge disposal problem, but one consequence is air pollution [Jänicke 1990]. The term problem displacement is possibly a misnomer, because displacement typically refers to moving from one place to another. In most cases of problem displacement, the created problem or problems usually replace the original problem. For this reason, in these circumstances, I prefer the term problem replacement.
Problem replacement can also apply to problem solutions in organizations. It can be useful as a management tool, because it can clarify organizational status by accounting more accurately for all the costs of solving a problem. As an example, consider technical debt.
Technical debt is the collection of technology artifacts, arising by any mechanism, which we would like to revise or replace for sound engineering reasons. In many cases, if not most, organizations incur new technical debt as a consequence of solving some other problem. In our terms, much technical debt is the result of problem replacement.
For concreteness, consider upgrading a Customer Relationship Management (CRM) system. Suppose that because of financial pressures, the company decides not to upgrade the hardware that supports the CRM software. And suppose further, as is common, that the latest version of the CRM software requires a hardware upgrade. Consequently, upgrading the CRM software is impossible, which means that CRM system users must maintain existing applications — and develop new ones — based on the (now outdated) CRM software. They must later repeat that work when the new system is installed. It therefore comprises technical debt.
The debt in this example is not due to shoddy workmanship or shortcuts in implementing CRM applications. Rather, it's the direct result of "solving" the company's financial problems by postponing a hardware upgrade. It's an example of problem replacement.
In most In most organizations, the costs of
retiring software technical debt are
usually charged to the Information
Technology (IT) function. That
practice can obscure the
actual source of the problem.organizations, the costs of retiring software technical debts of this kind are usually charged to the Information Technology (IT) function. In our example, the cost of IT is thus represented as higher than it actually would be without problem replacement. Likewise, the cost of financial management is correspondingly represented as lower than it would be without problem replacement. A more accurate accounting would allocate to the financial management function, rather than to IT, the costs of carrying and eventually retiring the technical debt.
Because problem replacement scenarios are common in organizations, they account for a significant fraction of technical debt. The overstatement of the costs of the IT function, and the corresponding understatement of the costs of other enterprise elements, make responsible management of the enterprise difficult.
Some replacement problems can be termed unintended consequences. Perhaps some technical debt is unintentional. But some solutions that entail problem replacement, especially those that burden political rivals, are most intentional indeed. We'll explore examples of that phenomenon next time. Next in this series Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenlKcHBSQHlRJOBCwTner@ChacaTyCsWSFrHFavknhoCanyon.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 Problem Solving and Creativity:
- When 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.
- Assumptions 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
- Take 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.
- Wishful 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.
- Wishful 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.
Forthcoming issues of Point Lookout
- Coming June 20: Managing Dissent Risk
- In group decision making, dissent risk is the risk that dissents about important decisions will be rejected without due consideration. As a result, group decision quality can suffer, and some groups will actually eject dissenters. How can we manage dissent risk? Available here and by RSS on June 20.
- And on June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenpqZWQGdUPtParnMoner@ChacQmWwXEylCjQwwXHRoCanyon.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 Race to the South Pole: The Power of Agile Development
- 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227:
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. 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.