Problem Admiration
It is really easy to wax eloquently about problems. But solving a problem is another thing entirely.
Right now, each of us could spend the next hour talking about the complexities of the challenging situation we face. We could enumerate the many reasons that make it difficult to attain our goals. And often, when we are in groups, it seems as if one person after another just adds their own wisdom to delineating what is wrong with the situation.
None of this actually solves the problems. Oh yes, it helps us to understand all of the intricacies of the situation, but it doesn’t at all maneuver towards resolving the problem. Certainly, it is helpful to delve into the root cause to ensure that we are not pursuing a simplistic or superficial solution. Unless the discussion about the current situation and sources of challenges is conducted in a systematic, organized fashion, it’s easy to get lost in “problem admiration.”
Leadership requires managing a robust discussion about the current situation and root causes, and knowing when to pivot the dialogue to problem resolution and a conversation about forward momentum. The key is to ask a question that prompts a quiet but crucial transition to a future focus, rather than ongoing analysis of the past or present. Sometimes the nudge that is needed is to just ask, “what one small thing within our control could we do to make the situation a bit better?” or “what have we or others done when we have solved problems like this before?” Or creating a bigger frame with a question like “what would it look like if things were ideal?” or “what would we do if we knew that we would not fail?”
In essence, the goal is to explore what could the group do to move forward. Always, the individuals closest to the problem the needed experts are best able to identify the solution. The goal is to understand how to proceed with the resources, expertise, authority, partnerships, and tools available to us today.
Problem admiration can be satisfying. It makes us feel smart. We can demonstrate our understanding of highly nuanced and knotty problems. And certainly we don’t want to fall into the problem-solving trap of “any action is better than none.” We definitely need to take time to fully understand the circumstances, listen to others’ perspectives, elicit feedback, but endless and excessive problem admiration will never produce results. But, problem analysis will not generate forward momentum until the conversation transitions to a creative space of imagining how things can be better and then identifying the practical steps to get there.
“Keep talking about problems and they will only increase.” ― Haresh Sippy
About the Authors
Pam Thompson MS, RN, FAAN is the CEO Emeritus of the American Organization for Nursing Leadership, formerly AONE. During the same time, 2000–2016, she was the Senior VP of Nursing for the American Hospital Association. After retiring in 2017, she now serves as a healthcare consultant and volunteer board member and trustee for several healthcare entities.
Marla Weston PhD, RN, FAAN is the past CEO of the American Nurses Association Enterprise which included the American Nurses Association, American Nurses Credentialing Center and American Nurses Foundation, serving from 2009 to 2018. She now is a consultant and facilitator in leadership development, organizational strategy and growth, and future trends.
