How leaders approach a problem unquestionably impacts the potential outcome. The approach or strategy advanced to address a problem dictates where to focus and how. The plan to solve the problem seems like the essential first step toward a powerful outcome.
But what influences the approach or strategy itself? Other than rational thinking, how do leaders land on a reasonable plan of action to begin with?
In reality, the first influence on any problem is the story leaders tell themselves about the problem itself. It is this story that shapes the approach or strategy leaders use to solve the problem.
The story has a profound impact on how leaders think about the very nature of the problem, yet it is rarely considered or made explicit. How a leader views a problem is not the same as the story they tell themselves about the nature of the problem. Decoding the story and understanding its influence makes leaders better problem solvers.
Take, for instance, the story of experience with such a problem. When a leader tells themselves they have seen this problem before, they are, in essence, already directing their focus on a previous strategy.
A story of experience with a problem typically produces confidence and a readiness for action that can serve a leader well or poorly. Such a story about the problem will shape, in a hidden way, the strategy and actions to be taken. Those observing the eventual approach to the problem may or may not be privy to this story. But the story creates its effect anyway.
Different assumptions and goals add up to a different story. Leaders are quick to create a workable story, as it helps them understand or accept the nature of the problem in a more nuanced way. As they repeat this story in their head, they further narrow the strategy or approach they might take to address the problem.
This can be a good or a bad thing.
Consider just a few of the stories about problems leaders are often convinced by:
- Our / my skills are perfect for this problem.
- This problem can only be managed and not resolved.
- This problem is going to take all of our/my focus and energy.
- This problem is beyond our/my capabilities.
- No one has ever perfectly resolved this problem.
- Any solution to this problem will have unintended consequences.
- This problem is relationally complicated.
What stories about problems do you like to tell yourself?
The stories leaders spin about problems are both natural and necessary. It is almost impossible to begin the process of finding a solution without one. The best problem-solvers understand this and make this step explicit. Better yet, they interrogate the story and make sure its influence does not sidetrack a better approach to the problem. Sometimes suspending a story for a brief time allows for another story to emerge that is more productive. Knowing that stories about the problem exert a tremendous influence on any strategy suggests leaders must think deeply about their thinking.
That essential step is not natural for anyone.
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