When is a problem solved? 9 Perspectives

Two weeks ago, at the morning huddle, the supervisor confidently announces "the issue has been resolved." The risk log is updated and the item is marked 'closed'. Another issue off the list. Problem solved. Check.

Today, at the morning huddle, the same issue is raised as a risk, and has been causing staff some concern.

"This issue was already resolved two weeks ago. Check the risk log."

"But the staff are saying it's still a problem."

"They are probably mistaken. Check into it and we can discuss tomorrow."

So when is a problem solved? It depends. I submit that creating an operational definition for 'solved' is futile, tempting though it may be. Variation in operational problems and individual perspectives will seduce one into creating complex and wasteful bureaucratic structures that shift efforts from solving problems to managing lists, taxonomies, status, and definitions. It's more useful to recognize and understand different perspectives on operational problems and different definitions of 'solved'. Teams can then better align expectations for what it means to be 'solved' and allow for flexible and situational approaches.

Here are nine common perspectives on operational problems and what it means to be 'solved':

1. The Box Checker: "The problem is solved when it is reported back as solved". The box checker's zeal to move on to the next problem leads them to confidently report that problems are solved, often with no specific evidence. She can routinely be heard saying "that's taken care of" and "we've already addressed that". She is revered for her whirlwind ability to knock things off the list, git'r done, and execute. She is frustrated by colleagues who take too long to solve problems. She is reviled for her inability to get to the 'root' of an issue and failing to see the big picture.
2. The Dodger: "The problem is solved when it has disappeared, resolved itself, or failed to reappear". The dodger wishes to remain ignorant of the problem or to shield himself and his department from unwanted attention. The dodger can be heard uttering "nothing to report here", "it was a one-off", or "let's chalk it up to bad luck". The dodger is celebrated for his ability to appear immune to major problems and his calm demeanor. He is frustrated when colleagues continually draw attention to problems of little significance. He is reviled for his 'teflon' reputation and perceived lack of accountability.
3. The Memo-Writer: "The problem is solved once the issue has been communicated widely". The memo-writer believes that sending the email and putting up the sign is sufficient because everyone's aware of it and now own any consequences. The memo-writer can be heard saying "everyone knows to be more careful", "we've let all the right people know about it", and "it's up to all leadership to ensure it has been understood by everyone". The memo-writer is revered for her ability to take concrete immediate actions and is seen as "doing something about it". She is frustrated when colleagues want to keep talking about the issue or when people don't understand the memo. She is reviled for being superficial, uppity, or doing the bare minimum.
4. The Firefighter: "The problem is solved when the immediate risk is contained". The firefighter quells the harm or damage being caused by the issue with the perspective that it will no longer spread or continue. The firefighter can be heard saying "it's under control", "no need for further panic", and "don't worry, I'm on it". The firefighter is celebrated for her heroic ability to step into the fray and take control of the situation. She is irritated by those who are comfortable sitting on the sidelines. She is reviled for her short-sightedness and self-aggrandizement.
5. The Fixer: "The problem is solved when conditions are returned to standard". Whatever temporary mess that was created has been cleaned up and everything is back to normal. The fixer is can be heard saying "it's all clear now", "we're back to business", or "business as usual". The fixer is renowned for his ability to "keep the lights on" and many believe that the business would suffer without him. The fixer is annoyed by others' interest in helping him solve the problem. Others view the fixer as being overly satisfied with the status quo and an inability to look forward.
6. The Engineer: "The problem is solved when countermeasures are in place to prevent the recurrence of the concern". An investigation into cause is complete and there is confidence that action has been taken to make this problem go away. The engineer can be heard saying "the analysis points to the cause", "we need more data", or "it's not statistically significant". The engineer takes delight in her fact-based approach and analytical prowess and use of scientific jargon. The engineer is quick to judge colleagues who rely on intuition and experience over data. She is reviled for complicating simple situations, being a know-it-all, and slowing down the process.
7. The Challenger: "The problem is solved when a sustainable new target state has been achieved". The problem is solved when we have figured out a much better way of doing the work and no longer experience the same issues. The challenger can be heard saying "what's the real problem here" or "that's yesterday's news". The challenger believes she is responsible for moving the organization forward. The challenger dislikes those who are "stuck in their ways" or "living in the past". She is disliked for lacking respect for operations and creating undue pressure on other leaders.
8. The Innovator: "The problem is solved when a new capability has been developed to render the problem obsolete". We will find a completely new way of doing work where the problem is no longer possible. The innovator can be heard saying "let's think outside the box", "it depends how you look at the problem", or "we should create an app for that". The innovator is celebrated for her creative thinking and digital acumen. She is bored by colleagues discussing operations and standards. She is reviled for being impractical and constantly quoting Steve Jobs.
9. The Philosopher. "The problem is never solved". The issue remains forever 'open'. The philosopher can be heard saying "we can never reach perfection", or "how do we know a problem is solved?". The philosopher is revered for his wisdom and abstract thinking. The philosopher views himself as the "one who gets it" and is frustrated by others who don't. The philosopher is reviled for being ostentatious and spinning his wheels.

Just as different types of problems require different solution approaches, different perspectives drive divergent views of when a problem is solved. It's helpful to recognize each others' perspectives in order to align expectations for 'solving' any specific problem. It takes all types to solve the myriad operational problems that emerge in our complicated organizations.