In my last entry I described the importance of Problem Solving and how I came to commit myself to helping companies develop it as a core skill set. But why do companies and individuals even need help? In other words, why is Problem Solving so difficult?
In my mind, there are three reasons.
First, human nature works against the fundamentals of Problem Solving. Problem Solving requires that we are curious, open minded, and objective. But the real world shows that we are, more than anything else, products of our experience. We see the world in patterns – and hold certain beliefs – based on past observations. We prefer certain outcomes based on our past actions and statements (no one likes to be wrong!). We select data that supports our views, and discard others that don’t. We are as much emotional as we are rationale.
Second, our education does little to help us solve the types of problems we face as professionals. In school, problems are defined for us: (y = 2x + 5, y = 10, solve for x). In business, we often aren’t told the problem, let alone the method to solve it. In school, we’re given the data – and it’s complete and accurate. In business, well, it’s not. And in school, we tend to know if we’re right or wrong, and why. In business, all things are relative, and it’s rare when we can run a controlled experiment. Our education is typically a poor facsimile of our business environment.
Third and last, our work experience is often a poor learning venue. Today, managers and workers are both stretched thin, with little time for formal training. Managers assume that workers are busy. And that they know what to do, and how to do it. Workers have little incentive to raise their hands and say otherwise. Managers assume workers are working on the “right things,” yet workers aren’t frequently communicated with, and often have to guess management’s priorities. Managers – while suggesting otherwise – rarely reward curiosity and risk taking. Workers, not surprisingly, keep their heads low and accept the status quo. Managers – tied up in endless meetings – aren’t the best Problem Solving role models. Workers yearn for good mentors.
This paints a rather bleak picture, but I believe it’s not far from the truth. It’s no wonder that great Problem Solvers are in such short supply.
In my next entry, I’ll explore Problem Solving as a process, and the limitations of counting on a process to create great Problem Solvers.