Problem or Opportunity?
“Problem solving is the purpose of any organization” -- Karen Martin
Oftentimes, organizations choose to label problems as opportunities. They view the word ‘problem’ as being negative, so they hypothesize that by switching words and using ‘opportunity’ instead, they will create a more positive environment that motivates employees to take action. However, in our experience, framing problems as ‘opportunities’ actually slows the rate of improvement. We believe a problem should be called a ‘problem’.
What is the problem with using the word ‘problem’?
The word ‘problem’ carries with it a negative connotation. Problems are deemed as inherently bad within the workplace and can become vilified. Employees may dread identifying problems because they fear a ‘shooting the messenger’ mentality. Because of this fear and negativity, organizations utilize the word ‘opportunity’ to eliminate the baggage associated with ‘problems’. Our position is that rather than dwelling on the number of problems, organizations should focus on problem solving.
What is the problem with using the word ‘opportunity’?
The word ‘opportunity’ has a more positive vibe, however it fails to impart a sense of urgency. An opportunity is something that knocks on your door and offers you a possibility. You may choose to pursue it or not, depending on how busy you are and how intriguing it is. By contrast, calling something a ‘problem’ changes the perspective. Problems should be fixed as soon as possible, before they occur again. Addressing them is not an option.
Concentrate on problem solving not problems
Taking things a step further, we believe the use of the word ‘opportunity’ is a symptom of an organization not having the proper perspective when it comes to continuous improvement. Organizations should not obsess over the number of problems occurring, but should instead transition their focus to the number of problems resolved. This seemingly subtle shift removes much of the negative connotations related to the word ‘problem’. Problem solving is about continually improving and making things better. Solving problems is a positive experience that people take pride in being a part of.
Of course, problems cannot be addressed until they’re first identified. Lean’s fundamental tenet of visual management serves this purpose by making problems readily visible to everyone, creating a positive tension that drives the need for rapid problem solving. Lean cultures don’t view problems as negatives, instead they are valued because they show when and where problem solving should occur to drive the most benefit.
Lessons Learned
Calling a problem a ‘problem’ drives the sense of urgency to rapidly address the issue, but traditionally the term leads to fear and corresponding unwanted behaviors. This fear can be converted into a rewarding experience – facilitating an increased rate of continuous improvement – by shifting the emphasis to increasing the number of problems solved rather than on reducing the number of problems.