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:
- Make Space for Serendipity
- Serendipity in project management is rare, in part, because we're under too much pressure to see it.
If we can reduce the pressure, wonderful things happen.
- Project Improvisation and Risk Management
- When reality trips up our project plans, we improvise or we replan. When we do, we create new risks
and render our old risk plans obsolete. Here are some suggestions for managing risks when we improvise.
- Decisions: How Looping Back Helps
- Group decision-making often proceeds through a series of steps including forming a list of options,
researching them, ranking them, reducing them, and finally selecting one. Often, this linear approach
yields disappointing results. Why?
- Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight
places. Waiting is an often-overlooked strategic option.
- Guidelines for Curmudgeon Teams
- The curmudgeon team is a subgroup of a larger team. Their job is to strengthen the team's conclusions
and results by raising thorny issues that cause the team to reconsider the path it's about to take.
In this way they help the team avoid dead ends and disasters.
Forthcoming issues of Point Lookout
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- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
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- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
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- The Race to the South Pole: Ten Lessons for Project Managers
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. Lessons abound. Read more about this program.
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- 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.