Three ways people respond to a problem (other than solving it)
This article unpacks the often-overlooked ways organizations and individuals deal with problems beyond direct solutions, categorizing responses like 'pushing problems around' and 'preserving problems.' It highlights how systemic incentives can perpetuate issues, rather than resolve them, often citing 'The Shirky Principle.' Hacker News found this analysis resonant, sparking a deep and often cynical discussion about the enduring nature of problems in corporate and governmental structures.
The Lowdown
Consultant Brian Kerr delves into the nuanced ways people and organizations confront problems, moving beyond the simplistic idea of 'solving' them. He identifies three alternative, and often more common, responses: pushing problems around, preserving problems, and the inherent cycle of promoting new problems as old ones are addressed.
- Pushing Problems Around: This involves local optimization where solutions in one area merely shift or worsen problems elsewhere, a common outcome in large organizations with misaligned incentives. Kerr advises focusing on leadership to address systemic issues rather than blaming individuals.
- Preserving Problems: Drawing on 'The Shirky Principle,' the article explains that institutions frequently perpetuate the very problems they were designed to solve, as their existence becomes intertwined with the problem itself. Identifying those who benefit from the problem's persistence is crucial for any successful intervention.
- Promoting New Problems: While not a separate 'P' heading, the article implicitly covers this through quotes like Jerry Weinberg's, suggesting that solving one problem often uncovers or creates another. This highlights the consultant's 'occupational disease' of perpetually finding issues and the illusion of a 'problem-free' state.
Kerr concludes by advocating for a sophisticated understanding of these responses, urging a move beyond simple solutions to acknowledge the complex interplay of incentives and institutional inertia. He emphasizes the value of shared understanding through tools like diagrams to collectively prioritize which problems are truly worth tackling.
The Gossip
The Inconvenient Truth of Problem Preservation
The concept of 'preserving problems,' particularly 'The Shirky Principle,' resonated strongly with commenters. Many expanded on this idea, asserting that the perpetuation of problems in government, large corporations, and even by individual experts is often intentional, driven by self-interest, job security, or budget allocation rather than inadvertent. They argue that if certain problems were truly 'solved,' the power, budgets, and relevance of the entities or individuals addressing them would diminish.
Beyond the Three Ps: More Problem Postures
Hacker News users enthusiastically contributed their own additions to the author's taxonomy of problem responses. Suggestions ranged from outright 'denial' and 'acceptance' (drawing parallels to risk management and the five stages of grief) to more cynical takes like 'weaponizing it,' 'studying it endlessly,' or simply concluding 'not *my* problem.' The overarching sentiment was that humans are remarkably adept at finding ways to avoid, deflect, or exploit problems rather than directly solving them.
Consultants and the Problem-Solving Paradox
An ironic thread emerged regarding the role of consultants in the problem ecosystem. Commenters noted that hiring consultants is itself a common response to a problem, sometimes serving as a signal to internal teams to cease internal squabbling. However, there was also a critical view, with some suggesting that consultants could inadvertently or even intentionally contribute to the 'problem preservation' cycle, or that their 'occupational disease' is to perpetually identify new problems, leading to a never-ending need for their services.