Problems and Symptoms

The most difficult, and most important, step in problem solving is getting clear on what the problem really is. For example, if a manager notices that sales have declined he or she might start trying to “solve the problem” of declining sales. Quickly this “problem” might lead to discussions of two alternatives: increasing advertising or adding sales representatives. In truth, however, declining sales is a symptom and not a problem.

Declining sales could be the result of poor forecasting, a new competitor, a drop in quality, or the loss of key people who have a long history in sales. If these are the real problems, the two alternatives mentioned above will not address them. Symptoms cannot be solved until the root of the problem is identified.

Additionally, in conflicts there is often not agreement on what the problem is. One party may be negotiating to buy new furniture (solving the problem of appearance) while the other is most concerned about money. Until these two problems can be combined into one, the parties will be having two conversations with two different goals. However, these two goals can quite easily be combined into the problem of “how can we improve the appearance of the room without going in the red.”

Without clearly defining the problem and making sure that it is not a symptom, it can be difficult for groups of any size to come up with win/win solutions.

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