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Every solution (singular) creates a new set of problems (plural).

This is especially true in the early stages of a multifaceted change effort. And because your team is constantly leading such initiatives, it means your problems are multiplying at a rate that outpaces solutions.

This creates a brutal and traumatic reality for employees of organizations that operate with outdated models and mindsets where employees get paid to solve problems – not create them. In such organizations team members often get blamed for making bad decisions even though they did what was “right” or “smart.”

Because being brilliant in a bad system is dangerous employees quickly learn not to make decisions.

Organizations that are creating new value in the market faster have changed how they solve problems. Among other notable traits:

  1. They have redefined what constitutes a problem. Problems drain energy when you are fighting against them. When seen as natural and a requirement for growth, “problems” ignite a healthier energy as they become fodder for mastery and success.
  2. They understand that problem solving is not a linear exercise; it is multidimensional. Therefore, leaders in these organizations insist on extreme alignment. When employees across functions or disciplines are aligned to a single imperative, they are more equipped to problem solve collaboratively.
  3. Employees do not need their management to authorize decisions. Strategy and imperatives are set in concert vertically; execution is accomplished horizontally. Power does not run up and down the organization; it flows to ideas generated by people connecting across the organization.

You have a lot of problems. That is good – when you have the right sort.

BUILD THRIVING, SEAMLESS ORGANIZATIONS

BUILD THRIVING, SEAMLESS ORGANIZATIONS

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