The 'Solutioneering' Trap

We’ve all been in those situations. The proverbial chicken is running headless around the yard, the barn is on fire, and a lightning storm is rolling in overhead. Sometimes it feels like everything that can go wrong, does – and usually all at once. It's not very often that we get the chance to sit down and properly analyse where things went sideways.?

We operate in contexts where problems often feel, or indeed are, urgent and complex. When faced with these situations, the tendency can be to leap to solutions before fully grasping the scope of the problem. This is a phenomenon known as "solutioneering" – an over-eagerness to generate fast and shiny solutions without taking the time to fully rationalise it against the issues at hand.???

The crux of the issue with solutioneering is that it doesn't address root causes, leading to ineffective or misguided interventions that simply don’t bring about lasting change. But why do people do it, and how do we correct that habit?? ?

Solutioneering to save face??

People who solutioneer aren’t necessarily doing so to cut corners or be lazy. Time pressures, anxiety, or simply the desire to be perceived as proactive and capable can cause people to rush into proposing ‘fixes’ that they think will help save the day.??

While the instinct to act quickly is commendable, it can seriously inhibit or obscure a proper understanding of the situation at hand, leading to simplistic or counterproductive solutions. This inclination to rush forward can result in butterfly effect scenarios; when a bad decision, hastily made, ripples out and causes a myriad of other complications. Suddenly that quick fix you suggested has created a boatload more work for everyone else or has even sent you back to square one. Do not pass go, do not collect $200.?

The pitfalls of solutioneering go beyond inefficiency. Acting brashly and without real consideration can be deeply damaging for professional relationships, eroding trust both within teams and with clients. When leaders impose solutions without engaging staff in the process, their teams are more likely to feel resentment and disempowerment. People are much more likely to embrace solutions that they had a voice in, so neglecting collaboration can stifle innovation.?

Ultimately, solutioneering can also create its own echo-chamber. The mentality of forging ahead at any cost just to get “something” over the line creates a false sense of accomplishment, masking deeper issues with the analytical value and quality of the work. It can be exceedingly difficult to wriggle out of this trap, particularly if the perpetrator seems to be “getting away with it”. But I’m a big believer in corporate karma - the consequences of unsustainable decision-making eventually start to mount and tend to bring even more challenges to contend with.? ?

Kicking the habit?

Reframing patterns of solutioneering is challenging, but awareness and identification is the first step. Early in my career I received some advice that I still come back to today, which is that you can't do everything at a sprint. Eventually you’ll fizzle out or fall on your face. Learning to be unafraid of taking a beat, or for asking for time to consider, is a great way to challenge that internal energiser bunny.??

Building a culture of contestability and enquiry is integral to avoiding solutioneering. At Ora, we encourage clients to question our assumptions and explore alternative viewpoints with us. We practice this internally too, and frequently call for ‘time out’ to test ideas with each other, benefiting from the depth and breadth of experience across our team.?

You can also challenge this bad habit by applying iterative problem solving. Rome wasn’t built in a day, and neither is a truly good solution. We’re unafraid to advocate for iterative solutions rather than seeking a single, comprehensive fix. By piloting smaller-scale options and gathering real-time feedback, we can make sure the horse stays well placed before the cart.??

The art of meaningful problem-solving is one that requires patience, consistence, and continual growth. We know that it’s not helpful for our clients (or for us) to jump straight into solutions. Key to our success is the understanding that no two clients are the same. Each case requires well-rationalised, tailored strategies and a willingness to understand what’s gone wrong. Our commitment to this principle of personal touch is what sets us apart and ensures that our solutions remain relevant and effective.?

By Scarlet Styles