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Robert N. Phillips
CEO, Lasotell Pty Ltd.
www.lasotell.com.au
I listened to a lecture recently that described four types
of problem domains that exist in two kinds of environments.
It became immediately obvious that if we recognise we are
dealing with a Hegelian problem, for example, we may resolve
the matter a lot quicker or with a lot less aggravation if
we can turn it into a Leibnitzian problem.
Uh-Huh?!
The four problem domains are defined by their structure and
the way people approach them:
- Stable Environments (calm work place with a slow rate of
change in the market and customer base) typically have
Leibnitzian problem domains—well-structured problems
approached analytically.
Lockean problem domains—well-structured problems
approached with a strong consensual position on the nature
of the problem situation.
- Hyper-turbulent Environments (frantic work place with a
very rapid rate of change in the market and customer base)
typically have
Kantian problem domains—moderately ill-structured
problems approached with multiple, explicit views of a
complementary nature.
Hegelian problem domains—wickedly ill-structured problems
approached with multiple, completely antithetical
representations characterised by intense conflict because
of contrary underlying assumptions.
(The problem domains are named after the psychologists most
closely associated with identifying them.)
Many of today's environments are hyper-turbulent. Sometimes
they are genuinely so, but many times they are
"manufactured" by poor management practices and the drive to
satisfy the god of shareholder value. Be that as it may,
recognising that these problem domains exist is nevertheless
helpful. Everybody intuitively knows or recognises them, but
formally defining the problem domains makes managing them
easier.
When we become embroiled in a Hegelian problem, a lot can be
achieved by showing the other parties that the problem is so
poorly structured, that unless a senior manager simply lays
down a unilateral solution (good or bad), no meeting has any
chance of meaningfully resolving the problem as it stands.
The further we can move a problem up the list towards
Leibnitzian, the better for the company, the shareholders,
and our own health and sanity.
The art or skill in achieving such a migration of the
problem is what management and leadership are supposed to be
about.
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