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Perpetuating a Problem-Solving Culture 75

always fi x the cause, but knowing the cause provides insight on
fi guring out how to remedy or productively manage the resulting
problem. A resolution statement to that problem always starts with
an implicit or explicit question of, “What do I still need to under-
stand about the situation based on the symptoms?”
Let’s revisit the earlier examples.

Situation: You have a staff member whose contributions are
substantially less than what she is capable of giving.
Problem statement: You need her to contribute at an
agreed level and she is not.
Resolution questions: Why is she not fulfi lling her
potential? What courses of action are available to help her
and you resolve this problem?
Situation: Two staff members need to work together, but
they don’t like each other and would rather not be teamed.
Furthermore, their mutual dislike is adversely affecting
their performance.
Problem statement: You want them to get along; you need
them to work together; and you expect them to accomplish
their work and they are not.
Resolution questions: Why are they at odds? How can you
help them foster more positive attitudes toward each other
that will lead to mutual cooperation and respect?
Situation: An employee is overly sensitive and becomes
defensive when you or other members of the department
correct him or attempt to help him.
Problem statement: You need him to accept feedback
constructively; you want him to trust you and his
co-workers and he does not.
Resolution questions: Why is he defensive? What can you
do to help him understand and receive feedback more
constructively?