A New Take on Problem Solving
It’s been said that a problem well defined is half solved. That idea is made even more useful by identifying the nature of the problem in the first place.
A favorite Wall Street Journal column features business leaders who identify their “Personal Board of Directors.” The individual names four people who have had a significant impact on their business and personal success by offering feedback, input and advice in a number of areas. A recent subject is an entrepreneur in the hospitality business. One of his four “Directors” is credited with helping him frame problems in a unique and useful way.
According to this “Director,” it seems there is a difference between “difficult” problems and “unpleasant” problems. Difficult problems are layered and complex and require a substantial amount of data, analysis, and careful consideration in attempting to find a solution. Often, input is sought from a number of trusted sources. An “unpleasant” problem is one in which you “kind of know the answer, but you’d prefer not to act on it” so it gets placed in the “difficult” bin. The impact of this is twofold.
First, “unpleasant” problems, like so many others, rarely solve themselves. Since the solution is clear to you, the longer you delay in acting on it, the more frustration grows for you and for others who may also see the solution and wonder why you are not acting on it.
Second, by moving these “unpleasant” problems into the “difficult” category, problems that are truly difficult may be put on hold while the “unpleasant” ones are overthought, mulled and delayed when the answer is right there in plain sight.
Creative thinking and problem solving is a requirement for effective leadership. “Unpleasant” problems rarely become less “unpleasant” while waiting to be addressed. Clearing the deck on these matters can bring great relief to all involved parties and will provide time needed to address the truly “difficult” ones.
For more information on problem solving techniques, contact me at joe@ajstrategy.com
Joseph P. Truncale, Ph.D., CAE, is the Founder and Principal of Alexander Joseph Associates, a privately held consultancy specializing in executive business advisory services with clients throughout the graphic communications industry.
Joe spent 30 years with NAPL, including 11 years as President and CEO. He is an adjunct professor at NYU teaching graduate courses in Executive Leadership; Financial Management and Analysis; Finance for Marketing Decisions; and Leadership: The C Suite Perspective. He may be reached at Joe@ajstrategy.com. Phone or text: (201) 394-8160.
