Problem Solving and Ego
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Problem Solving and Systems Thinking
At a private corporate training on November, 2018 in Chicago Andrew Razeghi shared thoughts on problems solving. He said that all problems are systemic. Systems thinking is an effective tool for problem solving. With regards to problem solving and systems thinking, Andrew said that people tend to react to events. Yet, we do not see what underlies events. He said events point to underlying patterns. Structures underlie and determine patterns. Mental models underlie and determine structures.
Andrew shared that most of our problem solving occurs at the level of events. We often react to events. Yet, we have the opportunity to anticipate patterns. Design structures. And transform mental models.
Model of Systems Thinking, Andrew Razeghi, November 2018, Private Corporate Training Event
How
How do we execute systems thinking? To that end, Andrew shared the good and bad news. The good news is that everyone is born a system’s thinker. The bad news is that we lose our ability for systems thinking. We “grow old, get a job, get busy.”
Ego and Systems Thinking
“Grow old, get a job, get busy” This insight brings us to the role of ego in problem solving and systems thinking. Ego is a barrier to effective systems thinking.
Imagine a situation where you need to think of the best organization structure for a company. You exist in a specific division or team within the company. Let us assume you are a designer on the design team. As you think through the needs of your company, there are two ways to solve the problem.
You embrace the role of a designer
You embrace the role of servant to the business. Or, you can “wear the CEO’s hat.”
As you proceed to solve the problem, the role you embrace determines the lens through which you observe the problem.
For instance, let us assume that the right organization structure for this company does not include a design team. If you are to land at the right solution, it may mean that you determine your own job to be obsolete. How often do you and your peers approach problems with that mindset?
On the one hand, we could embrace our role or title. We could assume our role is part of the solution. If our role in the organization is obsolete, we may not see it. In general, this approach leads to a narrow view of the solution space and is often short sighted.
On the other hand, we could embrace the role of servant to the business. In this approach, we renounce our role and title. If our own role in the organization is obsolete, we will see it. In general, we are more likely to see across the solution space and time.
Problem solving requires a broad view and long term vision. To do this, we need to approach the problem from a place of no ego. Dissolve your ego and be a better problem solver.