1 We live in the world with all sorts of problems; many problems exist because they are either ill-defined or the concept cannot be adequately captured contextually. Some problems are the symptoms; other problems seem irrational as they are caused by people’s emotional reaction to a set of the circumstance of events.
2 Problem-solving in the majority of organizations today is woefully inadequate. Often, events and patterns are observed on the surface, and then the action is taken to fix the symptom, but that is too early.
3 Problem-solving is about understanding a problem and actually finding a solution to that problem, not just the band-aid approach to fixing the symptom.
4 Oftentimes, people have a tendency to try to fix a symptom which results from the actual cause of the problem. Trying to fix the wrong cause of a problem will waste time and resources, increase anxiety and cause chaos.
5 Silo thinking is often one of the thought processes focusing on symptoms, not the root causes: At their heart, silos are not a structural issue, they are the result of poor thinking.
6 Diagnosing the root cause, not just the symptoms is the first step to identify the real problem before solving it. If you only fix the symptom, not the root cause, then it perhaps causes more problems later.
7 When decision-makers fail to fully grasp or accurately perceive what leads to problems and difficulties. Often, they try to fix a symptom, not the real problem which is stifling staff creativity, innovation, and communication.
8 Often times, people have a tendency to fix a symptom which results from the actual cause of the problem. When you do this, you sometimes throw good money after bad. You allow problems to grow under the surface, out of sight, out of mind, until it’s too late.
9 To overcome symptom trap, leveraging Systems Thinking for problem framing and Critical Thinking for digging into root causes helps to see a larger system with interactive pieces and “conflict” goals.
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