Ever watch young kids try the arcade game where they hammer the moles into oblivion? As the game progresses, they hammer the moles harder and harder. The older kids quickly realize that no matter how hard they hit the moles, another one is going to pop up. They generally walk away, refusing to play anymore. Ahem, leaders and supervisors – a lesson to take to heart?
Simply addressing the symptoms of an issue within your organization is not going to result in any meaningful solution to your problems. And if you keep doing the same thing over and over, expecting a different outcome, you’ve just succeeded in demonstrating Einstein’s definition of insanity.
A key component to problem solving is the correct and accurate identification of the cause of the problem. But I think that’s the issue. Identification of the underlying issue seems so simple at first. When the identification doesn’t come easily, the tendency is to revert to looking at the symptoms because they’re more obvious and easier to address. Address the symptom, hammer another mole and problem solved. NO! Symptom addressed.
Here’s a practical suggestion: Put the hammer down. Sit down, take a deep breath, and get a plan together. Put together a quality work team to begin the problem solving stage. Talk with AND LISTEN to the people involved in the problem situation and those who have experience handling such issues. After collecting information, work together to develop quality responses. Communicate with the people involved in the situation, as well as the entire organization. Decide on your best solution and implement it. Use the evaluation phase to assess how well the solution is working. If it’s working, great! If not, make the necessary changes to either fix the implemented solution or toss it out and implement one of the other solutions developed previously. It’s hard work but worth the effort. And if you want to pick up the hammer and whack something, take your kids to the arcade and see how many moles you can whack.