Making the decision about problem solving
"Every complex task has a simple solution, often the incorrect one"
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Making the decision about problem solving
I want to talk a little about such an important and familiar aspect for a leader as problem solving.
And what new can be said here?!!!! So much has already been written! And it is noted!!! Tons and gigabytes of print, video and audio Content!
Write againto retype what someone has already said? And you will read and waste time?
But the leaders make the same ;-) Again stepping on the rakes: their owns, of others, beloved ones….
This is what I want to talk about. Not about how to solve problems in general and what methods and technics might be applied... Not to repeat the tones of content.
I want to highlight 2 aspects. Less obvious. Rare in discussion. So why we step on the "rake" over and over again. Tell you about your experience as an executive coach.
And what new can be said here?!!!! So much has already been written! And it is noted!!! Tons and gigabytes of print, video and audio Content!
Write again
But the leaders make the same ;-) Again stepping on the rakes: their owns, of others, beloved ones….
This is what I want to talk about. Not about how to solve problems in general and what methods and technics might be applied... Not to repeat the tones of content.
I want to highlight 2 aspects. Less obvious. Rare in discussion. So why we step on the "rake" over and over again. Tell you about your experience as an executive coach.
And here comes the first observation.
A lot of what is happening in business, is not really a problem. When we say "problem", we automatically mean something that we want to get rid of once and for all, and as a solution we consider everything that we strive to achieve.
A lot of what is happening in business, is not really a problem. When we say "problem", we automatically mean something that we want to get rid of once and for all, and as a solution we consider everything that we strive to achieve.
For example, the CEO sees as a problem (quote) «an excessive desire to achieve own result and a lack of team spirit among top managers» (this is the problem), «they need to work as a monolithic team» (problem solving). But forming a monolithic team isn't always the solution. Any leader needs to be flexible and be able to work in different ways. There is no problem here, that needs to be removed once and for all.
"Personality - Team" are opposite and, at the same time, interrelated elements. Each of them has its own "pluses" and "minuses". I propose to consider such tendencies as interconnected alternatives at opposite poles of the same situation, or polarities, that cannot be eliminated and must be managed. Difficulties and problems in the company begin, when an imbalance arises and one of the poles begins to dominate strongly. Due to the fact, that the poles of polarities are interdependent, you cannot choose one of them as a solution, and forget about the second forever.
Here is the example that is close to everyone. We breathe. If you look at this process as a problem, then there is a solution: you took a breath in. Each breath is vitally important for us and at first gives a pleasant sensation, but pretty soon you begin to feel all the disadvantages of this "solution", because a lot of carbon dioxide is formed in your lungs. And again, the problem arises. And you make the decision to breathe out. And right after you breathe out, you feel good. But soon you will feel all the disadvantages of exclusively such a decision. So what decision to make: just inhale? Just exhale? “Inhale - exhale” is a polarity, and you are not looking for an unambiguous solution for it, that is, you are not trying to choose between inhaling and exhaling. You control this polarity, benefiting from each action while recognizing the limitations of both.
Now in many companies you can see transitions
Often these "transitions" improve the efficiency of the company and even help it survive. However, they should not be perceived as methods for solving problems.
- from indifference to customer focus;
- from individual to team work;
- from competition to cooperation;
- from rigid organizational structure to Agile
- from autocracy to employee involvement in company management.
Often these "transitions" improve the efficiency of the company and even help it survive. However, they should not be perceived as methods for solving problems.
The ability to solve problems, and just see what is happening in the category "problem - solution" is indispensable in the fight against specific troubles. But when it comes to such polarities, it often only distracts.
The same thing happens on a personal level. When I work as a coach, we always consider with my Client the polarities, that work in him, and very often the cause of his "problem" is exactly the imbalance of one or more polarities.
When a leader begins to think in terms of polarities and find a balance between them, this is a completely different view of the situation, which complements the problem solving skills. The main purpose of controlling polarities is to take the best of both poles and find your balance between them.
The same thing happens on a personal level. When I work as a coach, we always consider with my Client the polarities, that work in him, and very often the cause of his "problem" is exactly the imbalance of one or more polarities.
When a leader begins to think in terms of polarities and find a balance between them, this is a completely different view of the situation, which complements the problem solving skills. The main purpose of controlling polarities is to take the best of both poles and find your balance between them.
Contact me and I will consult you on the topics
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