As we saw last time, solving problems sometimes creates new problems. This phenomenon is called problem displacement (PD), though as I mentioned, the newly created problem or problems can be very different from the original problem. When that happens, problem replacement (PR) is probably a more accurate term. Although both PD and PR are often unintentional, they can also be most intentional indeed.
Below are some examples of intentional PD or PR in the organizational setting. In these fictitious examples, the Iris project needs (but doesn't have) a team member with knowledge of the (fictitious) HSL programming environment. The Hibiscus project does have HSL experts and often works with HSL. The Carnation project generally competes with Iris for staff and other resources. The Daffodil project depends on Carnation. Summary: Carnation Competes with Iris, Hibiscus has HSL experts, Daffodil Depends on Carnation, and Iris is Independent, but lacks HSL expertise.
- PD for damage control
- Suppose that Carnation's team member, Houdini, has truly magical HSL skills. If Iris is higher priority than Carnation, the sponsors and project managers of Carnation and Iris might agree to temporarily assign Houdini to Iris instead of Carnation. Overall it isn't a good solution, but it is the least bad.
- Iris no longer has an HSL skill shortage; now Carnation does. Staff reassignments like this are examples of intentional problem displacement.
- PR as a problem-solving approach
- In some cases of staff reassignment, the "donor" project can accommodate the temporary reassignment, with minimal sacrifice, because both the donor and receptor project managers can cleverly rearrange their schedules.
- Instead of solving the receptor's problem alone, donor and receptor solve their shared staff problem together. Replacing the original problem with a new problem makes a painless solution possible.
- PD as a problem-solving approach
- In an example of problem displacement, Iris transfers the HSL work to the Hibiscus project, which is heavily involved with HSL. Hibiscus is willing to take on the work (and budget) because it fits so well with what they're already doing. This eliminates the need to reassign Houdini.
- Some problems are actually in the wrong "place" when we first notice them. We can solve them using problem displacement.
- PD or PR as a political weapon
- Suppose that Iris's Problem displacement that threatens
the health and success of the
enterprise is not uncommonsponsor, Irv, regards Carnation's sponsor, Cheryl, as a rival. In what many would consider a breach of ethics, Irv tries to get Houdini reassigned from Carnation to Iris, not only because he needs Houdini's HSL expertise, but also because the reassignment will threaten his rival Cheryl's success.
- This would be intentional, nefarious problem displacement. It threatens the health and success of the enterprise, and it is not uncommon. In a more sophisticated version, Irv's real target is Dan, who leads Daffodil, which depends on Carnation. By disrupting Carnation, Irv disrupts Daffodil.
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More articles on Problem Solving and Creativity:
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- 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.
- Organizing 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.
- Annoyance 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.
- New 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.
- Rationalizing 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?
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