There is a major challenge facing every business today. The concept is simple. The question however is difficult to answer. “When is a Problem a Problem?” For instance,
- When does a problem employee become a real problem vs. just a problem employee?
- When is a process that is problematic, truly a problem?
- When is a product that fails, become a problem vs. just an anomaly?
The “When is a Problem a Real Problem” question trips up companies every day, and costs billions in lost revenue and brand erosion. Answering the “When is a Problem a Problem” question is not simple, and in many respects, it is simpler to answer a different question. That question is, “What prevents a problem from being recognized as a problem in the first place?” Here are a few scenarios.
When Feedback Loops are Weak: Feedback loops are put in place to provide transparency across an organization. When feedback loops are weak, transparency is sacrificed and real problems are allowed/encouraged to become silent. Creating strong feedback loops must be viewed as an integral asset for every organization and leader.
When Weak Signals are Not Heard: Collective intelligence and knowledge commonly emerge from weak signals. It’s how the dots are connected, wise decisions made, and problems commonly identified. Organizations that don’t listen to, nor honor the weak signals present in their organization are prone to big problems surfacing without warning. Leaders must seek out and honor the weak signals in their organization, and then investigate whether they’re a problem or not.
When Goals get in the way of Problem Identification and Solutions: Goals commonly blur the line between “what is right” and “what is important.” Achieveing goals is important, and can overshadow the solving of problems, which at times is “what is right.” When goals get in the way of doing “what is right” the end is near. Leaders must learn to navigate these divergent themes, and make the “what is right” decision when it is the right path to pursue.
When Organizations become Insular: Organizations can easily insulate themselves from reality. Focus can be an asset, and at times a liability. When organizations insulate themselves, their ability to identify “when is a problem a problem” challenge is greatly weakened. Leaders must avoid being trapped by holding onto a myopic view of their organization. Instead, they must be in constant search of the truth.
When the Delievery of Bad News is not Encouraged: In effective problem solving, “bad news” has to be your friend - not your enemy. Too often, organizations and their leaders avoid bad news. When bad news surfaces, it is often a major distraction. Bad news can interfere with goals, tasks and strategy. Bad news is often are unexpected and can lead to unexpected consequences. Despite these negatives, leaders must encourage the delivery of “bad news.” It is our ”reality check” conversation from our employees and customers that can alert us to small problems early - before they become large and toxic.
Leading a business is challenging work, filled with unexpected events. And there is one event that can steer an organization off course with ease, Silent Problems. As I’ve discussed before, these are problems that are being avoided, neglected, going unnoticed, or are being intentionally silenced. One way silent problems are identified early-on is by recognizing when a problem is a problem. I ecourage you to implement and embrace these principles when is a problem a problem principles.
