If you counted the number of times in a day you heard or read the words “solve” and “problem” in a single breath or paragraph, then you could be forgiven for thinking that problems could be solved. And when you realise, with a sigh, that your efforts to ‘solve’ some of your problems don’t stick and instead the problems persist and resist, you might—hopefully not— fall into the trap of blaming yourself:
“What’s wrong with me?”
“What will people think of me?”
“I’m failing as a leader.”
The act of trying to solve an unsolvable problem can be metaphorically likened to "trying to square the circle."
This ancient geometrical problem posed the challenge of constructing a square with the same area as a given circle, using only a compass and a straightedge. Despite numerous attempts across centuries, the problem was mathematically proven to be impossible to solve in 1882, based on the transcendental nature of the mathematical constant π (pi).
Thank you for staying with me thus far as I speak about mathematical tools. So, “where is the practical implication?” you might ask.
In the real-world, "trying to square the circle" speaks to the futility of attempting to solve a problem that is inherently unsolvable given its existing parameters or constraints. Hint: Think complexity and chaos and the everyday challenges of real-life work!
Compared to the relative calm of the last century, what is relevant today is that there is an increasingly urgent need to support leaders and emerging leaders to manage the complex challenges of organisational life and everyday work; the unsolvable challenges that are erroneously and continually described as “problems to be solved”.
As Benjamin Zander states: “Every problem, every dilemma, every dead end we find ourselves facing in life, only appears unsolvable inside a particular frame or point of view. Enlarge the box, or create another frame around the data, and problems vanish, while new opportunities appear.”
So, how do you make this happen given how busy you are?
One way is to get your head around a few useful frameworks that will assist you in making progress. My offer is to present these frameworks and methods in everyday accessible language, so you don’t have to do the PhD.
I’ve asked my work colleagues to chop my head off if I decide to submit another tender response. Yet, I’m an optimist. If an organisation goes to the trouble to advertise their needs in a tender and that need speaks to my values and expertise, then I usually attend the tender briefing. And here’s where I get into a quandary.
The requirement is often described using the words “We are seeking an organisation to partner with us to “SOLVE……[fill in the blank].” Ignoring the reality that diversity, leadership effectiveness, coaching, profitability etc. relate to complex issues that cannot be ‘solved’, I generally busy myself with a response. However, when I am unsuccessful, I yet again reflect on the realisation that what they are looking for is a solution, not a well thought through response to the complexity of their issue. Then again, my well thought through tender response (my words) probably translated to “too much to say” and thoughts of “we didn’t ask for a book as a response to our specifications”.
Understanding that some problems may be fundamentally unsolvable can save time, resources, and emotional energy, allowing you to focus on other ways to move in the direction you want to go. It's a lesson in acceptance and humility. It’s a pathway to job satisfaction and joy.
Schedule a free 30-minute exploratory discussion with Desley Lodwick here.
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