6.2. ACKNOWLEDGING MYTHS AND REALITIES OF PROBLEM SOLVING

Once problem solvers have acknowledged their own and others' cultural values, it is important to understand some of the subtle beliefs that may influence the problem-solving process. Among them may be myths, a set of generally held but misleading beliefs that people hold. If these are not acknowledged, they can distort the legitimate expectations of people who come together to investigate questions and create change. See which myths and realities are most relevant for your own group from the listing below.

Myth:

All problems can be solved at least to some degree.

Reality:

Solutions lie in the eye of the beholder. A resolution in the eyes of some may be just a different problem to others. Often, human beings either tacitly or actively resign themselves to living with or accepting situations that appear to have no good answer, particularly if doing this suits a majority of the stakeholders. Solutions look different depending on one's world view, civilization, or nationality, and they breed their own consequences, which often spawn a whole new set of problems to deal with.

Myth:

People who come together for problem solving are interested in solutions.

Reality:

More often than not, some individuals, groups, functional units, or divisions get their power, status, influence, and security from maintaining a problem. When problems are solved, a person or group's importance can recede. Not solving problems can be a tremendous source of power. It is critical to recognize that, just because a person says he or she wants a solution, it does not mean he or she really does. Often an employee or group gains a great deal from the pretense at desiring a solution, all the while working hard to see that problems, hence status and influence, are maintained.

Myth:

The stated problem or overt agenda is the real problem.

Reality:

Rarely is the stated problem the real problem. Sometimes people or groups are actually unaware of what the real problem is. They state a problem with the best understanding they have at the time. But a good facilitator or leader will ask the right questions that probe more deeply and peel the onion. One example stands out. It involved a three-day leadership training and team-building session. The executive staff was interviewed for the purpose of identifying pertinent issues. On the surface, the issue was communication. Deeper probing revealed that the management structure had just changed. What had been one CEO with thirteen equal vice presidents became a CEO, one gatekeeper to the CEO, and twelve vice presidents who no longer had direct access to the CEO. The real issue was feelings of displacement, rejection, dislike of the new structure, and questions such as, "If you were going to pick someone, why not me?" Only when the onion is peeled will real issues surface.

Myth:

If we can solve this problem, we can achieve stability and move on.

Reality:

Stability can be achieved . . . momentarily. But in today's fast-paced world, expect fluidity and constant change, not equilibrium. Expect instead an emphasis on continuous improvement as corporations become more global. A mindset that says we are always fine-tuning, solving problems, and tinkering to make things better can help employees look at problems as an ongoing part of the landscape rather than as something particularly stressful and difficult. Even framing circumstances as less of an issue or problem is wise on cross-cultural teams where harmony is prized and difficulties or faux pas can cause loss of face.

Myth:

Experience creates better problem solvers.

Reality:

Experience certainly can make for better problem solving. It can also limit creative solutions when groups resort to the traditional way of solving problems. There is a tight balance between learning and using what experience has taught us and not automatically being bound by past history. On global teams, the reliance on learnings from the past will be an easy sell in cultures like Japan that have a strong emphasis on tradition and valuing the past. In cultures that emphasize innovation and change, such as the United States, there is an openness to new alternatives that can be very important to product improvement, refining internal systems, or any other kind of change that improves an organization's or a team's objectives.

As you look over these myths and realities, make a few notes in the box below about the myth that has the most implications for your own problem-solving group.

While you may see a particular myth/reality dilemma in your global problem-solving group, how might others you work with see the myths? Even if they identify the same ones, how differently might they see the impact? Communicating with others on the team is a good way to avoid speculation. Feedback can lead to a rich discussion, a sharing of perspectives, and better team performance.

One structured, deliberate way to have group or team members give each other feedback and improve performance is to use the "Problem-Solving Response Sheet." This tool is a way to deliberately assess what problem-solving participants on global teams need in order to function efficiently and well. It is very beneficial when used at the beginning of the life of a task force, but it is equally helpful when used with ongoing functional teams that can undoubtedly benefit from a little dialogue.

6.2.1. Suggestions for Using the "Problem-Solving Response Sheet"

Objectives

• To raise awareness about the dynamics of effective problem solving for individuals and groups

• To gain insight about what individuals want and need in order to be better participants on a problem-solving team

• To identify behaviors that will be more efficient and productive, as a group

• To learn about others' perceptions of the group's problem-solving dynamics

• To stimulate discussion about effective problem-solving dynamics and desired behaviors for group members to engage in

Intended Audience

• A functional global work team, task force, or problem-solving group

• A consultant or manager trying to teach a group to function as better problem solvers

Time

• 20 minutes

Materials

• Copies of the "Problem-Solving Response Sheet"

• Technological support if done online

Directions

• Distribute the sheet in person or online.

• Ask participants to pair up and answer the questions in random order.

• Follow the directions on the "Problem-Solving Response Sheet."

• Once ten minutes are up, conduct a whole group discussion on a select number of items.

Questions for Discussion/Consideration

• Which questions were easiest/most difficult for you to answer?

• Which were most interesting?

• What does the range of responses indicate about your group's problem-solving capability?

• What themes emerged?

• What surprises were there?

• What does this data suggest the group needs to do differently?

• What can you do differently as a group member and problem solver to enhance your contributions?

• What team agreements about ways to work together would benefit the group?

Caveats, Considerations, and Variations

• Depending on the size of the group, small groups can be used instead of pairs.

• The time can be lengthened if the exercise is done as a group, and each person can select one item on which to focus for improvement. All participants still need to respond to each item and the facilitator still needs to lead an overall discussion.