It’s fascinating; I see so many people coming up with solutions, but I’m not sure there was ever a problem to begin with. People sometimes seem intent on solving a problem, but they never bothered to ask the question: Is this really a problem? If you pay attention, you can start to notice some of these things. And when you start to notice them, it’s somewhat comical.
There are so many people trying to invent things today and, yet, very few of them become successful. One has to wonder why that is. I have a theory: I’ve come to believe that they discovered a problem that is so minute and trivial in scope that when they set out to solve it—and eventually came up with a solution for it—that it fell flat when it was released out into the mass market. People just looked at that invention and thought, “What would I ever need that for?” If you’ve ever watched shows like Shark Tank, you’ve probably seen a number of items like this. People come to present their idea and many times the investment ‘sharks’ will recognize that it’s not a viable idea. What’s inevitably happened, in the case of the inventor, is they become so focused and intent on solving something that they convince themselves it’s a great idea to the point that they become married to it. They kind of develop blinders. It’s like the way you think your wife is great—and she may be—but no one else thinks she’s as great as you do. That works for a marriage, but not for a product you want to sell to the masses.
Of course, some cases of bad solutions hit closer to home. We had an incident several years back at my work. Some item was missed during one of our shifts and—for some reason—management became convinced that the problem originated with our turnover process between shifts—when one shift comes in to take over for the next. So, in an effort to solve the problem, they came up with an entirely new turnover sheet for us to use. It was divided into several sections, each with a title to cover different topics, or areas of concern. This was in an effort to make sure we didn’t miss anything during turnover. That sounds like a really good solution, except this solution had nothing to do with the original problem. It was just a mistake made by somebody and it had nothing to do with our turnover process. All of us employees involved knew that, but, of course, it was no use telling that to management. I suppose, somehow, that solution made them feel better. And the unfortunate thing is that management can easily get wrapped up in that mindset: that they have to come up with a contingency for every eventuality.
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The fact of the matter is that you can’t plan for everything. Sometimes things happen—mistakes happen—that you could never have planned for. There’s a certain kind of hubris involved in thinking that you can control each and every outcome. It may make us feel better to come up with a solution looking for a problem, but that doesn’t mean it’s useful.