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(VIDEO) Why is it that most solutions don’t work?!

We often try to solve a problem quickly. And yet, with these solutions, we often fail to achieve our goal. Why is that?!

Transcript

Kevin

Why is it that most of the solutions we come up with ultimately don’t work?

Bart Provost, why is that?

Bart

Yes.

In many cases, it is because, in the first place, we have made an incorrect analysis of the real problem.

There are a number of other reasons as well, but very often, when we look at the context or the situation, we immediately say: that is the problem.

Some time ago, I saw a very nice little book with the title on the cover: you don’t have to hang from a tree to be a nut. It was fantastically well expressed.

Imagine: that person is your boss. If you ask people: yes, but what is your problem? That is my problem: my boss is a jerk. So yes, that is the problem. Whereas ultimately, that is only a piece of the context. So it is already about the correct problem definition. And of course, you cannot begin to solve a problem in any possible way if you have not yet properly defined the problem yourself. So in 그 sense, it is a matter of looking at: yes, but what is the context and what is my problem with that context?

So, to put it bluntly, you could say: what is the problem of the problem? Or the problem of the problem of the problem of the problem?

Kevin

Yes, what makes that a problem then?

Bart

Correct. And only then can you look further: okay, this is where I stand, and where do I ultimately want to go? Because if I know what my real problem is now, where do I want to go?

People might say: my problem is that I always have to give presentations. And I always have to give them; I get them from my boss, who suddenly has to go somewhere, and they get dumped on my desk. I barely know the material, and that is the problem. No, that is the context. So what is your problem? Perhaps you want to tell your boss, or you don’t dare tell your boss, that you actually don’t want to do it that way anymore. That you want proper preparation. But you don’t feel powerful or strong enough to do so.

Yes, then of course you have to look at: okay, what do you want instead? Ah, I want to stand in my full power to…

And only then, when you start reasoning in that way, can you even begin to think about certain solutions.

I’ll give an example, yes, something that is regularly shared in training. Assertiveness training, for example.

Yes, my colleague has a very bothersome body odor.

And then you see people suggesting solutions like: we’ll put some deodorant in her handbag. Or we’ll put up an Arbre Magique air freshener.

Kevin

Spray a can of Febreze through the air.

Bart

Whatever. Those kinds of things.

No, that is obviously not a solution, because you don’t even know what the real problem is yet.

Let alone knowing where you want to go. Let alone knowing what is holding you back from getting there.

And so, very often, solutions are given quickly, quickly, quickly.

Kevin

But could you perform the analysis for this example? How do you actually deal with it, concretely?

Bart

Well, it depends, because okay, that is the context. But what is your problem? Yes, maybe it’s because I don’t actually dare say anything to the colleague. And so I actually want to give them a hint, because yes, anyone could have bought that deodorant. But I don’t want to face the confrontation. Because actually, they are a nice colleague and I don’t want to ruin the atmosphere, because that is, of course, one of the most intimate messages you can give to someone.

And then you could say, okay, the context is: I have a colleague with an unpleasant body odor, and I don’t dare tell him. That is, actually, my real problem.

Where do I want to go? I actually want to stand in my power and yet, in a relationally connecting way, tell my colleague that I no longer find it pleasant and start a conversation about: what is possible?

Then you could say: what is holding you back?

Yes, what holds me back is that ultimate fear, the conviction that if I enter into that kind of conversation, the working relationship will be permanently disrupted until the day I retire or, if the other person is a bit older, until the day he or she retires.

No, then you have to say: there are other difficult messages. For example, much more work-related, much less emotional, less intense, and less intimate. I can do those.

Or I have had other things, other difficult conversations that I brought to a successful conclusion. Perhaps I should bring those into this context.

That is a much better solution than just putting Febreze in someone’s bag.

Kevin

Yes, because in the end, it could just be that you are actually doing that person a favor. That they were completely unaware of it.

Bart

Yes, absolutely. That’s perfectly possible.

And then it becomes very difficult, of course. If you come up with all those solutions that, in the end, do not lead to a solution for the real problem.

It’s somewhat in our human nature. People want to go into action immediately; people want to start doing things right away. And then you see the craziest things being decided: ah, the company’s turnover is declining, we need to do another marketing campaign, we’ll do a few e-mailings and, yes, add an e-zine where we talk about the latest product with a good discount code.

But yes, what is the real problem? What is causing the turnover to decline?

So, in that sense, will that e-zine with a discount code really solve the problem?

Kevin

It might be a stopgap measure, but ultimately…

Bart

Yes, correct.

And we see that happening very often. That people shoot into that action mode: oh, we have to do all sorts of things! Flailing around a bit wildly. Instead of first being very basic: what is the context? What is my problem with that context? Where do I want to go? What am I running into and what do I therefore need?

And if you do that analysis—and it really doesn’t have to take very long—if you do that analysis, yes, then you will get there.

A very simple example: you are in Antwerp, you have to go to Brussels, but your tire is flat. You can say: okay, that is the context and so, I have to go to Brussels as quickly as possible.

Yes, you can of course start by replacing that tire. That seems the most obvious. But if you say: no, I have to go there for an interview, I have a job interview and I want to arrive there with clean clothes and clean hands. And quickly too, because you don’t replace a tire in two minutes. Then you actually need a completely different solution. So then you actually have to look first at: what is the problem? What do I ultimately want to achieve and therefore, what do I need?

And only then can you look for a solution that is truly suitable for you, within that specific context.

Kevin

Yes, so again, take a step back and look carefully first.

Bart

Yes, it is a constant with many problems. It’s always the same. Oops, I become aware of it. In that awareness, I take that distance: what is really happening here? And only then can I take action in a conscious way.

Kevin

Okay Bart, thank you.

Bart

You’re welcome.

Kevin

And to you at home, thank you for watching.

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