Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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that is bad as if it were a problem, thus wasting time <strong>and</strong> resources while real problems remain<br />
untouched.<br />
It is extremely easy to make a mistake in problem diagnosis. Some of the most common mistakes<br />
are described below:<br />
• A Pseudo-problem appears when somebody who wants to be considered essential or<br />
wants to convince others that something is very necessary (<strong>and</strong> often believes this<br />
himself), tries to persuade others that a problem exists where there is actually no problem.<br />
Many sorts or ‘dangers’ that were difficult to prove still served as good justifications <strong>for</strong> a lot<br />
of stupid things – from using certain medicines to building up an army.<br />
• A Symptom is a visible consequence of certain hidden but still controllable factors. A<br />
symptom may serve as evidence of the existence of a real problem, but it is not a problem<br />
itself - like a child’s high body temperature, caused by illness. In this instance, it is<br />
senseless to treat only the temperature; that may only mask the problem while situation<br />
continues to deteriorate.<br />
• An Uncontrollable cause is the usual justification <strong>for</strong> pseudo-managers. When they cannot<br />
manage the current state of affairs – then they look <strong>for</strong> an ‘objective reason’ <strong>for</strong> why the<br />
situation is bad. Their favourite ‘problems’ are ‘bad weather’, the ‘political situation’, ‘poor<br />
legislation’, ‘geographic location’, the ‘exchange rate of the dollar’, etc. – whatever they<br />
cannot change; in this way they try avoid responsibility <strong>for</strong> the problem.<br />
• Another problem is just a mistake in defining the actual cause. Poor per<strong>for</strong>mance may be<br />
caused by a lack of qualifications, but understood as the consequence of a lack of<br />
motivation. All corresponding measures, if based on a wrong diagnosis will not solve the<br />
problem, but may create another problem by altering parameters that should not be<br />
altered.<br />
• A Solution is something that may eliminate a problem. When somebody wants a specific<br />
solution, he may deem the absence of this solution as a problem. For example, somebody<br />
may claim he is often late to the office because he has no car. However, changing<br />
apartments to a location closer to the office would be an alternative solution, possibly much<br />
more rational – but it will not be seen if the absence of the car is solely considered to be<br />
the problem.<br />
• Opportunity is a good <strong>and</strong> worthwhile thing to use. Opportunities missed today may cause<br />
problems tomorrow. Still, there are some principal differences between opportunities <strong>and</strong><br />
problems. It is not possible to ignore problems; they must be addressed - <strong>and</strong> exactly<br />
those problems which actually exist. Opportunities may be used or not, or one opportunity<br />
may be substituted <strong>for</strong> another. Nothing else prevents managers from using opportunities<br />
as much as unresolved problems. On the other h<strong>and</strong> – nothing prevents a manager from<br />
solving problems as much as constantly <strong>and</strong> excessively hunting <strong>for</strong> opportunities. For<br />
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