In the realm of and leadership, the often-repeated mantra “Bring me solutions, not problems” echoes through corporate corridors like sacred chants in a Tibetan monastery. While this statement is meant to inspire employees to be proactive and take ownership of their work, it’s essential to acknowledge that it may not always be the best approach. business In this blog post, I delve into the drawbacks of this concept and advocate for the importance of focusing on problems as a means to generate value for your organization. Suppressing Valuable Feedback The “Bring me solutions, not problems” mentality can inadvertently stifle valuable feedback. When employees are pressured to provide solutions before presenting a problem, they may become hesitant to speak up at all. This reluctance can result in critical issues going unnoticed or unaddressed. On the contrary, encouraging employees to share their concerns and ideas, even when they lack a ready-made solution, can be a catalyst for creativity and innovation. For instance, ’s “20% time” policy allowed employees to dedicate a fifth of their working hours to projects unrelated to their primary responsibilities. This policy bore fruit in the form of innovations like Gmail and Google Maps, which might never have materialized if employees were discouraged from raising problems without immediate solutions. Google Overlooking the Importance of Problem-Solving as a Team Starting with solutions can inadvertently foster a culture of individualism, where employees feel compelled to tackle problems in isolation. In contrast, when employees focus on problems and explore various options to address them, it nurtures collaboration and teamwork. The inclusion of multiple perspectives often leads to more effective and innovative solutions. During my first internship, I attempted to independently resolve issues, believing I needed to demonstrate my solution-oriented approach and add tangible value to the company. Frequently, my solutions turned out to be less than ideal and somewhat inexperienced. However, an eye-opening moment that completely changed my approach occurred when one of my mentors at the time told me: Don’t focus too much on the answers, none of us have them all. Instead focus on the questions. If you ask the right ones, your are going to be invaluable. Encouraging Hasty Decision-Making Rushing to find solutions can lead to impulsive decision-making, often resulting in suboptimal outcomes. Addressing complex problems typically requires a comprehensive understanding of the issue and consideration of various possible solutions. When employees bring both problems and potential options to the table, it empowers leaders to make well-informed decisions. An illustrative example of the perils of hasty decision-making is the Deepwater Horizon oil spill in 2010. Rushing to cap the well without fully comprehending the problem’s complexity and potential consequences ultimately led to a more extensive release of oil, resulting in severe environmental damage and economic losses. Dismissing the Value of Problem Identification Identifying problems serves as a pivotal step in any problem-solving process. It allows organizations to prioritize issues and allocate resources effectively. Encouraging employees to bring problems to light and propose options for solving them cultivates a culture of continuous improvement. It recognizes that problems are an inherent part of any organization and that discovering better solutions is an ongoing journey. A glaring real-world example of how the “Bring me solutions, not problems” approach can be detrimental is the . Engineers and employees were aware of potential safety concerns but hesitated to report them due to the fear of being labeled “problem makers” without offering a guaranteed financial solution for the company. This lack of open communication, coupled with a focus on mid-ground solutions, had catastrophic consequences. Boeing 737 MAX crisis Conclusion While the “Bring me solutions, not problems” mindset may hold value in specific scenarios, it’s imperative to acknowledge its limitations. Prioritizing solutions without addressing the underlying problems can lead to missed opportunities for improvement, a lack of accountability, and shortsighted . decision-making Organizations should instead nurture a culture where both problems and solutions are equally valued. This approach allows for a more comprehensive and effective strategy for addressing challenges. Ultimately, the ability to collaboratively identify, analyze, and solve problems serves as a cornerstone for achieving long-term success and fostering innovation. Also published here.

Bring me Problems Not Solutions: Why Problem-Centric Leadership is Effective

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