Don't Ignore the Nudges
All problems are not equal. Some will bite you.
Some just nudge you. Those nudges are worthy of more
attention.
There are two types of problems, acute and chronic, with two
distinct warnings signs and different methods of solving them.
You need to be aware of both and how to deal with them. You may
already know about the first type. But knowing how to identify
and solve the second type will provide greater benefit for you
and your organization.
The acute problem is most common. You don't need to go looking
for it. It usually rears up and bites you on the rear. The
acute problem appears suddenly, gets lots of attention and
demands immediate action. Two classic examples are a warehouse
fire or an angry customer.
The chronic problem is less recognized but more important. The
chronic problem builds slowly - so slowly that we often get
used to the slight discomfort. We even make excuses for it or
ignore it. Even if discovered, the chronic problem tends to
attract controversy and experts who refute the problem. They
claim that there is no proof, 'that this is not a real problem
yet'. We have examples of this in smoking, global warming and
stock piling of used tires.
Acute
Problems
The existence of the acute problem is irrefutable. In the
hi-tech world we could call it digital - on or off. No one
questions the reality of the problem. The question is, how do
you fix it and how fast?
Solving an acute problem takes a tactical approach and centers
on damage control. The Titanic striking an iceberg was an acute
problem - real, immediate and demanding time sensitive action.
There is no question this was important at the moment. The
solution demands action. There is little time for thinking and
no need for finesse but a high need for quick and noticeable
results. In the movie and TV series of the same name, M.A.S.H.,
they never did fancy surgery - they just saved lives.
Reaction time is important. Reacting to acute problems is best
handled with prepared tools and rehearsed methods. There is
little time to think. You must react. Firefighters react
quickly because they have practised their methods. They don't
need to 'solve' the problem of putting out fires - they just
kick the plan into action. There is no time to focus on solving
the problem of fires - just making this one go away.
Chronic
Problems
The real danger is chronic problems. Why? They are the cause of
all acute problems and they often are disguised. They are more
analog than digital.
An association suddenly loses money, or a company suddenly lays
off 1,000 people. When we say 'suddenly' it seems to absolve
everyone of responsibility. The Titanic disaster was avoidable
- yet why did 'they' let it happen.
The reality is that nothing happens suddenly. There were
decisions or non-decisions and signs along the way before
things went over the cliff. We see the signs. We choose to
ignore them, or pretend they are no threat. Eventually the
chronic problem that we had the most time to think about and
most choices with erupts into an acute problem that leaves us
few choices and demanding immediate action. The Captain of the
Titanic had many choices before he struck the iceberg - few
after.
Chronic problems are the root of all acute problems, while
acute problems are merely the symptoms of chronic problems.
Digging into every acute problem will uncover an underlying
chronic problem. Yet dealing with symptoms, acute problems,
often gets the most attention and resources. There is no
question that acute problems must be handled. But the reality
is that as long as the chronic problem is unaddressed the acute
problems will happen again. When we spend time correcting acute
problems we are not solving the real problem - we are simply
putting a band-aid on it.
Innovators
The true innovators are those who recognize the chronic
problems before they become acute problems. Innovators act to
create a new market or take their company in a new direction.
The pundits who are rooted in the past and base their popular
opinion on acute proof may down play the innovators ideas. The
innovators will sometimes be wrong. But the pundits will never
be right.
Everything in the history of Lotus 123 said they were on
course. Yet their best year was the last year before they were
overwhelmed by Microsoft with Excel and the MS Office software
suite. Once Lotus was hit with the acute problem it was too
late. They should have been looking for the chronic problem of
computer users wanting to move information between different
applications.
If you are busy fighting forest fires, find a way to put them
on hold. And more importantly seek out and address the chronic
problem behind the acute problems. Make it your responsibility
to expose the lurking chronic problems and strategize your
attack before it can raise its ugly head to bite
you.
George Torok brings practical insights to business. He is
co-author of Secrets of Power Marketing, the first guide to
personal marketing for the non-marketer. As host of Business in
Motion he has interviewed over 400 business leaders. He is
available to deliver keynote speeches and business seminars.
Contact him at 905-355-1997 or info@torok.com
© 2000-08 George Torok All Rights Reserved
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