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:
- How we deal with adversity can make the difference between happiness and something else. And how we
deal with adversity depends on how we see it.
- How to Reject Expert Opinion: I
- When groups of decision-makers confront complex problems, they sometimes choose not to consult experts
or to reject their advice. How do groups come to make these choices?
- Reactance and Decision-Making
- Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be
very, very difficult. What makes decisions difficult?
- Design Errors and Groupthink
- Design errors cause losses, lost opportunities, accidents, and injuries. Not all design errors are one-offs,
because their causes can be fundamental. Here's a first installment of an exploration of some fundamental
causes of design errors.
- Wishful Significance: II
- When we're beset by seemingly unresolvable problems, we sometimes conclude that "wishful thinking"
was the cause. Wishful thinking can result from errors in assessing the significance of our observations.
Here's a second group of causes of erroneous assessment of significance.
Forthcoming issues of Point Lookout
- Coming May 29: Newtonian Blind Alleys: II
- Some of our decisions don't turn out well. The nature of our errors does vary, but a common class of errors is due to applying concepts from physics originated by Isaac Newton. One of these is the concept of spectrum. Available here and by RSS on May 29.
- And on June 5: I Could Be Wrong About That
- Before we make joint decisions at work, we usually debate the options. We come together to share views, and then a debate ensues. Some of these debates turn out well, but too many do not. Allowing for the fact that "I could be wrong" improves outcomes. Available here and by RSS on June 5.
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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.