The single greatest issue in addressing a client’s or colleague’s needs is understanding what we are trying to solve or manage in the first place. The reason this is so critical is because misunderstanding what the desired outcome is supposed to be typically results in the wrong solution.
Here’s a simple example. If we want to entertain ourselves and our friends on a Saturday night, we can ask what are the options? Once we add criteria or constraints, the choices narrow. For example, determining that we are on a budget of, say, less than $50 per person might eliminate tickets to a Broadway show. Deciding that we had to be back by 11 pm to relieve the babysitter might mean that we have to stay local.
What it all comes down to, in management speak, is clearly defining the problem. Solving the “right” problem usuall produces a subset of choices that will yield outcomes for which we would be happy.
Words, here though, are very important.
If one shifts from a problem definition to an opportunity definition, the options will become richer, the choices more exciting. And with that will come far greater and more robust ways of creating an outcome.
After all, wouldn’t it be more fun for you, your clients and colleagues to create an opportunity rather than solve a problem?