The Language of Problem-Solving

People who are focused on solving problems and moving forward use a very particular kind of language. It is collaborative, cooperative, focused on discovering the relevant set of facts, searching for common ground and shared goals, respectful, thoughtful, and calm.

The language of politics is very di?erent, and unfortunately, the language of politics infects our discourse more and more. Political language is divisive, often defensive, accentuates disagreement around everything, including the facts, heightens emotion, and is too often disrespectful or demonizes those who think di?erently. In an environment where political discourse is no longer civil discourse, the language of problem-solving is even more important and takes even more practice and discipline.

Here are some rules of the road if you want to make progress and solve problems:

1. Start by agreeing on the problem you are trying to solve or the goal you are trying to achieve. Long before you get around to the “how” and who thinks what, start at the beginning. Do we all agree on the problem? Do we share a common goal? Don’t move on to Step 2 until there is real clarity and alignment around what you are trying to accomplish. This frequently takes longer than you might imagine, but it is an essential first step. When the going gets tough as problem-solving progresses (and the going always gets tough when change is required), it is essential to return frequently to these areas of agreement.
2. Determine which facts are relevant and real and what information is necessary and missing. Sharing a set of facts is as essential to problem-solving as finding a common purpose. Most of the time, there are important facts missing, and some research or discovery is required. Nevertheless, a common fact-based foundation upon which to build is necessary to solve any problem.
3. Adopt a calm, cooperative, collegial tone. The relevant set of facts usually paints a complex picture. If the problem to be solved has festered, or the goal to be achieved is di?cult, the important facts don’t usually point to an obvious, simple solution. And it is very hard to think through a nuanced solution set when people are hyped up, hostile, and close-minded.
4. Before deciding on a specific solution or course of action, explore a broad range of possibilities. This kind of exploration requires mutual respect and open minds. it requires an assumption that everyone is motivated in the same way: that is, problem-solvers assume that goodwill and a genuine desire to make progress are present. Don’t demonize or dismiss those who may disagree with you. They may have a di?erent perspective on an important aspect of the problem and di?erent expertise.
5. Be candid. And create an environment where others can be candid as well. Real problem-solving cannot occur by repeating “the company position” or “the party line.” As alluded to earlier, there aren’t usually simple, obvious solutions to complex problems and aspirational goals. And every possible solution has downsides as well as upsides, associated risks, and real consequences. Trade-o?s must be assessed. All this takes is judgment about how to weigh the pros and cons, the risks and rewards. Judgment requires clear thinking. Clear thinking takes candid conversation.

The language of problem-solving is fact-based, calm, open-minded, cooperative, collegial, and candid. This is not because we are focused on “feelings.” It’s because we are focused on results. Hyperbole, hyper-sensitivity, sloganeering, disrespect, and over-simplification always exacerbate any problem and put any worthy goal further out of reach.