As the world gets more complex, the need to problem solve is a critical employability skill. We seem to live in a world where our “patience is appreciated” but problems are not solved. An example is when you have the misfortune to contact a telecommunications, utility, financial services, or government organisation. Getting through the endless pressing of buttons, and online waiting in a call queue to eventually speak to someone, and when you share your enquiry, you are transferred to someone else to resolve, “escalated” to a higher authority who will contact you (never), or you are directed to an online complaint form to complete. When you hang up, you are then bombarded with messages to complete a survey to rate your lived experience. It is infuriating and an all-too-common experience, where systems and policy compliance overtake the human decision-making and problem-solving dynamic. The modus operandi is to report problems but not solve them!

Problem solving and accountability go hand in hand! The latter is something that is declining in society. Governments are never at fault. Multinational organisations are hard-wired to never admit liability for anything (think social media giants and mental health with our young), which then sends a message to our next generation to never accept responsibility, or address problems head on. The ability to solve problems is both a life skill and an organisational core value.

A person has three choices when confronted with a problem.
See it and act on it. Report it. Or ignore it. All require a conscious decision.

Ignoring problems is a learnt behaviour in any workplace. It stems from how people are led. People will not solve problems freely and willingly if:

• They fear repercussions from making a wrong decision;
• They do not trust or respect their leadership;
• It is not an ingrained expected behaviour for all staff;
• Problem solving efforts are not valued, so never recognised and applauded by a leader;
• There is a low perceived impact, hence problem solving is not measured or valued; or
• Staff are just trying to survive their day due to high work volumes and stress, so do not want to add to their daily burden.

Problem solving is an attribute that requires commitment, competence, confidence, and permission:

• Commitment is to have the will and want to solve a problem.
• Competence to solve problems is acquired over time. It needs practice and application.
• Confidence to solve problems. The more you do it the better you get at it. The more protected you are from the need to solve problems, the poorer you become in dealing with them.
• Permission is something a person must feel. They must be responsible and feel safe to solve a problem and accept the consequences.

Thinking and problem solving is a key dynamic. I like the simplicity of Edward de Bono’s Six Hats of Thinking. We all have our preferred styles of thinking, but de Bono highlights we all have an ability to apply different ways of thinking to solve problems. The right thinking, with the right context and setting is key. His six hats are:

• White Hat (analytical, logical and systems thinking). This focuses on facts, data, trends, statistics, and metrics. It focuses on the available information, interpreting what it is telling us, and what some of the explanations and solutions might be. Evidenced based thinking.
• Red Hat (intuitive, gut feel thinking). This feeds our emotional compass. If it does not feel right, it is probably not right. Sometimes referred to as the “pub test” for solving problems. It evokes an emotional response.
• Black Hat (critical, cautious thinking). Often referred to as putting on the black hat. Looking for potential risks, difficulties, and knock on problems. It deals with identifying potential obstacles. Feeds risk mitigation thinking.
• Yellow Hat (divergent thinking). The opposite to Black Hat. Explores the art of the possible. The upside to things. Above the line thinking. What are the advantages and positives. Often involves thinking outside the box.
• Green Hat (creative, lateral thinking). Explores and encourages new ideas, alternatives and innovations. Is all about brainstorming the art of the possible. Thinking new thoughts.
• Blue Hat (pragmatic, convergent and design thinking). The thinking about thinking hat. Manages the thinking process, putting in controls, measures and mapping desired outcomes. Helps organise discussions and arrive at conclusions.

De Bono’s six hats is not new but highlight how important different thinking styles are required to solve problems. We all have a natural propensity to think in a preferred style, but with practice we can all apply different thinking styles to problems.

Finally, what can leaders, teachers and parents do to help build and ingrain problem solving into our next generation? Here are six things that will help:

• Role model problem solving behaviour. My father had a saying when tackling problems. “How do we turn lemon into lemonade?” We would often sit together and ponder the possibilities of turning a problem into a silver lining. It was a habit ingrained in us from a very early age.

It is not what happens to you – but what you do about it

• Promote a growth mindset. Be curious. Think above the line. Think solutions. Encourage the need to hear other peoples’ views. Tackle a problem using de Bono’s six hats. You will be amazed at the variety of solutions you may come up with and how others view a problem.

If you are not part of the solution, you are part of the problem

• Empower decision making. Make it clear that you have an expectation that attempting to solve a problem is important. Make it part of your meeting or dinner time rituals. It is a great opportunity for people to air and share problems and to explore potential solutions. Ensure the permission to solve the problem is with them, not for you to solve.

Ignoring a problem is worse than making the wrong decision. The latter can be coached

• Encourage experimentation and risk taking. “Go on have a crack!” It is how people learn. Doing nothing means nothing will change. Rolling up sleeves and attempting to solve a problem is a lifelong habit that starts from an early age. It is crucial to encourage, endorse, and enforce the need to try and problem solve.

It is easy to be the “Critic in the Stand!”
It is the person on the field who should be applauded and recognised for their efforts

• Provide the gift of feedback. Encourage and support young people in their endeavours to solve a problem and then debrief the process and outcomes with them. Critical self-reflection is a key part of learning. This will also help build their resilience.

Without feedback no learning can take place

• Recognise and acknowledge problem solving. This will endorse expectations and send a message of what the correct mindset and behaviours are to solving problems. Predicting, seeing and acting on issues before they get away is a mindset that forms from a young age.

Anyone can report a problem.
A person who can proactively predict, see and act on issues will be able to transport this skill into every facet of their life

Leadership Lesson

Leadership is problem solving – not problem description.
It is always easiest to justify, blame others, or defer problem solving to others.
A critical skill in any team member is their ability to problem solve without direction.
Making good judgements reflects leadership.

Facta Non-Verba – Deeds Not Words