Where are solutions

Perhaps the title of this piece would provoke the readers to ask, what is the problem? Solutions do not exist or standalone as products on the shelf. These are found, created, made and sought only as a response to either an existing problem/issue; or a problem that could emerge or one that can be predicted; or a problem that lies in wait, to activate itself, once an action is taken, now or in the future. So before I venture to dissect of where anyone can find solutions it is imperative to examine, firstly, from where do problems emanate and secondly where exactly do the problems reside? The identification of the abode of the problem is critical towards the quest of its solution. People blessed with wisdom believe that no man can be taught, but he/she can indisputably be enabled from within their own-selves to find answers to the various predicaments. To get people (co-workers) to find solution by themselves is the art of leadership.

Problems by their very nature are like glaciers; they just melt away with the heat of application to unravel the solutions. No issues has perpetuity attached to it. They have a shelf life, their expiry date is always within one’s own control. Prolong or shorter the problem, is the option and call of the manager.

“What concerns everyone can only be resolved by everyone” is a good quote to understand! A localized problem in a unit, department, Division shouldn’t be allowed to conflagrate the entire institution into an inferno of problems. The negative ability to fan imagined calamity is the worst of traits to possess. The strict containment of the issue, allows for finding solutions.

Handing out solutions to colleagues is a temptation that must be reigned in ruthlessly. Giving solutions day in and day out is essentially a disastrous approach that wrecks a co-workers ability to seeking creative response from their inner-selves. A manager at the first mention of a statement like "I don’t know how to proceed further …" from a colleague reacts with, "Hey! let me do and take it further for you…” and by taking over the oars in his own hands, the manager, either deliberately or without intent has gone to make this colleague an active parasite, who will always be seeking dependence from others.

There is always a best way of doing every thing, if it be to boil an egg (Emerson). A single way or alternative to respond to a problem is not the best option for managers. Every individual response will be different to different situations. These response become distinct based on experience, knowledge, talent and skills. If these are backed by wisdom, such therefore do not solve "others problems and issues", but by merely the power of their persona they help colleagues with guidance to find answers to their issues.

All off-springs are equally beautiful, but own’s are the best. Upon this premise of thought, what is essentially required of a manager is to let, colleagues respond with clarity of thought, of what problems/issues confront them, in meeting expected level of performance. Once the problem is zeroed in, the manger must set the colleague to do some sound, real and deep thinking on his/her own, allowing their fertile mind(s) to throw up solutions and counter solutions. The enlightened manager makes available to colleagues the prompts that most likely will assist in the search of alternative solutions. It is a simple case of the Chinese, proverb, teach man to fish and not merely feed him. The manager then ensure future emergence of potential from within.

Stating and defining the problem with clarity is finding half solution. A plotting of the problem on a white sheet of paper may not help any to see the problem, but it invariably helps in getting the way in.

In the basic evaluation of a confronting issue, it is also a matter of relevance on what the manager’s preference is? Some indulge in hair-splitting identification of the problem; such easily can spend days and weeks only to understand the nature of the beast, called, “the problem”.

Others are only solution focused with resolution that many a times they cease to know what the real problem is? All managers, depending upon the peculiarity of the problem, oscillate between these two extreme approaches. This is also akin to the thought , where should the focus be -- upon the person or the issue. The thin line that divides the two distinctive approaches towards life in general too, makes the task very difficult, not only to keep the two separate, but also in maintaining a judicious balance. Good managers , first solve the problem and then set about allocation of responsibility for the arrival of the problem. Accountability follows correction. Our politician leader/mangers do the opposite, accountability first, correction can walk home! Avoiding to smudge between the imaginary lines of division is a test of wisdom.

The shortest line between two points of obstacles is more likely to be a crooked line. From the fable comes the moral: Better one safe than a hundred on which you cannot reckon. (The fox and the cat). As the cliche goes, if you are not part of the solution, then you are part of the problem. To find two equal solutions is to ensure finding none. No one arrow has bought down two birds, the only exception is the arrow of Rajnikanth of South Indian Cinema; he puts Newton’s law of motion to abject ridicule and insult. No manager can afford to be a corporate Rajnikanth. Problems are created by others; we are the ones to solve, is also a matter of approach and attitude -within the womb of their thought lies a major problem! It is pompous and hence is rarely true, it always takes two to a tango -- Problem creators and solvers are close neighbors in almost every organization. Tackling problems with wisdom, reminds me of, “Attempt easy tasks as if they were difficult, and difficult as if they were easy: in the one case that confidence may not fall asleep, in the other that it may not be dismayed” (The Art of worldly Wisdom).

Manage the problem, if there is no definitive, cut and dried solution. What are risk mitigates meant for? They are essentially bulkwarks created around transactions to ensure, no "problems" invade or get attached to the project. Transforming existing methodologies with greater input of newer and fresh technological inputs, may actually help resolve problems. The seed of solution germinates from within the problem.

Every task is easy to resolute man. William Shakespeare, writes in "All is well, that ends well", "Our remedies oft in ourselves do lie, which we ascribe to heaven". Deliberation and hesitation are two worst enemies of any leader. Affliction with these ailments is the root cause of problem creation.

The writer is a senior banker and a freelance columnist