Admiring the Problem.

A friend of mine, Jim, who helps companies navigate around major systems implementation roadblocks, has a favorite phrase;

"They're just sitting around, admiring the problem".

You've seen this behavior in everyday life - when the guy with no mechanical aptitude whatsoever, raises the hood on a disabled car and stares vacantly into the maze of metal and wires hoping that the car will magically start.

We've all seen (or done) this before.

Raising the hood makes us feel like we're addressing the problem - after all, that's the first thing a mechanic would do.

The major difference being, that a mechanic would then go though a mental checklist of possible causes, eliminating each one until (s)he found the source of the problem and fixed it. They would take action to solve the problem.

The rest of us might wiggle some wires and try to restart the car. And fail.

To those of us without mechanical aptitude, the act of "opening the hood" gives us a sense that we're moving closer to a solution, even though we really know that's not the case.

And that's what Jim means by "Admiring the Problem".

In the business world, the equivalent of "opening the hood", is conducting a meeting. We gather around and the chairperson describes the problem. Everyone nods in agreement - yes, we have a problem. You then decide that more people need to be included as part of the solution and so the outcome of the meeting is to plan and hold a second, larger meeting.

You just "opened the hood".

The second meeting is held (a couple of weeks later) and major progress is made - you decide that you need more information. And so sub-teams are formed, tasked with digging up additional facts to be debated by the larger group.

You just "wiggled some wires."

A month later, the sub-teams report back to the original body - confirming what everyone knew all along. Yes we have a problem. But at least now we know... it's a BIG problem.

You tried to restart the car. The engine didn't make a sound....

Six weeks have passed and you're no closer to a solution.

This ritual is repeated in conference rooms and board rooms across the country, everyday. And it's the reason why my friend, Jim, is such a valuable resource.

It's his job to help his clients realize the difference between actitivty and progress.

Because when you're implementing major business systems, not knowing the difference can cost you millions.