Nice article, interesting to keep an open mind.
On "No. 0002. Preserving problems", it can happen to people too, no need for a complex system at the size of a company. I have often noticed recognized experts keeping the root of the problem unsolved because it was justifying their position. I may even have been subject of this curse. As an expert, you may know the root cause but have no incentive to solve it and it can be harder to mobilize ressources to solve the root cause than to keep solving the superficial issue. It is management or outside help role to identify and push for solving problems at their root, but it takes time and dedication because of expertise. As most of the time, incentives explain nearly everything.
The most common response I see is "unfortunately this problem is impossible for us to fix because I can't be bother.. err I mean because of these technical reasons. Yes definitely that."
There's a 0th: empathy. They want to hear you say you heard them, hear you say the problem is a problem, and have you say the problem is making things harder.
in any case, as a hard core problem solver who is currently overwhelmed with problems
I am bieng forced into no choice paragmatic responses. where I have lost any reserve capacity, deflect, move, deny a problem and get some rest, eat, shave the yak, before rejoining the fray with enough energy to perform is just part of the routine now.
ie: triage or go under, which may be habit forming
The company for which I work seems to be run by engineers. When learning to be an engineer you're taught that doing nothing is always a valid option. In Army leadership courses we were taught that ANY decision is better than NO decision.
My company is stifled by a bunch of engineers in leadership positions who always choose to defer up the chain rather than make a decision themselves.
Nice article, interesting to keep an open mind. On "No. 0002. Preserving problems", it can happen to people too, no need for a complex system at the size of a company. I have often noticed recognized experts keeping the root of the problem unsolved because it was justifying their position. I may even have been subject of this curse. As an expert, you may know the root cause but have no incentive to solve it and it can be harder to mobilize ressources to solve the root cause than to keep solving the superficial issue. It is management or outside help role to identify and push for solving problems at their root, but it takes time and dedication because of expertise. As most of the time, incentives explain nearly everything.
The most common response I see is "unfortunately this problem is impossible for us to fix because I can't be bother.. err I mean because of these technical reasons. Yes definitely that."
Seems related to the four risk management strategies:
- Avoidance
- Mitigation
- Transference
- Acceptance
> … they inadvertently perpetuate the problem
“Inadvertently”? Seldom.
Do you think people look in the mirror and say “I’m going to be a terrible person today?”
They look in the mirror and say “good job playing the hand you’re dealt - keep it up!” even while what they do is objectively terrible.
Humans have an incredible capacity for rationalizing their own behavior.
That’s definitely not “inadvertent.”
There’s a fourth: deny
There's a 0th: empathy. They want to hear you say you heard them, hear you say the problem is a problem, and have you say the problem is making things harder.
My colleagues like this one.
or perhaps thats the first response?
in any case, as a hard core problem solver who is currently overwhelmed with problems I am bieng forced into no choice paragmatic responses. where I have lost any reserve capacity, deflect, move, deny a problem and get some rest, eat, shave the yak, before rejoining the fray with enough energy to perform is just part of the routine now. ie: triage or go under, which may be habit forming
Denying the problem exists is not the same.
Denying that the problem is a “problem” would be.
In the first case, the affected do nothing because there is no problem.
In the second, it’s “not a problem” because they did a thing and moved it elsewhere.
Three more common ways of responding to a problem:
Weaponize it.
Study it.
Blog about it.
The company for which I work seems to be run by engineers. When learning to be an engineer you're taught that doing nothing is always a valid option. In Army leadership courses we were taught that ANY decision is better than NO decision.
My company is stifled by a bunch of engineers in leadership positions who always choose to defer up the chain rather than make a decision themselves.