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The only problems that have simple solutions are simple problems. The only managers that have simple problems have simple minds. Problems that arise in organisations are almost always the product of interactions of parts, never the action of a single part. Complex problems do not have simple solutions.
Russell L. Ackoff
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Over time, every way of thinking generates important problems that it cannot solve.
Russell L. Ackoff
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In reactive problem solving we walk into the future facing the past — we move away from, rather than toward, something. This often results in unforseen consequences that are more distasteful than the deficiencies removed.
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The systems approach to problems focuses on systems taken as a whole, not on their parts taken separately. Such an approach is concerned with total- system performance even when a change in only one or a few of its parts is contemplated because there are some properties of systems that can only be treated adequately from a holistic point of view. These properties derive from the relationship between parts of systems: how the parts interact and fit together
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Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.
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English does not contain a suitable word for 'system of problems.' Therefore, I have had to coin one. I choose to call such a system a mess
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A problem never exists in isolation; it is surrounded by other problems in space and time. The more of the context of a problem that a scientist can comprehend, the greater are his chances of finding a truly adequate solution.
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We have also come to realize that no problem ever exists in complete isolation. Every problem interacts with other problems and is therefore part of a set of interrelated problems, a system of problems I choose to call such a system a mess problems... Furthermore solutions to most problems produce other problems... a financial problem, a maintenance problem, and conflict among family members for its use.
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The synthetic mode of thought, when applied to systems problems, is called the systems approach. In this approach a problem is not solved by taking it apart but by viewing it as a part of a larger problem.
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When a mess, which is a system of problems, is taken apart, it loses its essential properties and so does each of its parts. The behavior of a mess depends more on how the treatment of its parts interact than how they act independently of each other. A partial solution to a whole system of problems is better than whole solutions of each of its parts taken separately.
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In proactive problem solving we specify where we want to go, and we try to get there. Although such an approach does not eliminate the possibility of overlooking relevant consequences of our solutions, it reduces the probability of doing so. The more ultimate the desired outcome we specify, the more likely we are to consider the intermediate and long-run consequences of our immediate actions. The more immediate the source of dissatisfaction we try to get rid of, the less likely we are to take account of relevant consequences. Therefore, the chances of overlooking relevant consequences are minimized when we formulate a problem in terms of approaching one or more ideals.
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Problem solving has traditionally been taken to be an essential function of management. Through systems thinking, however, we have come to doubt the existence of problems and solutions to them.
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Successful problem solving requires finding the right solution to the right problem. We fail more often because we solve the wrong problem than because we get the wrong solution to the right problem.
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The effort to get rid of what we do not want is reactive, retrospectively oriented problem solving. The effort to obtain what we want is proactive, prospectively oriented problem solving.
Russell L. Ackoff
Quote of the day
Nobody ever did anything very foolish except from some strong principle.
William Lamb, 2nd Viscount Melbourne
Russell L. Ackoff
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Born:
February 12, 1919
Died:
October 29, 2009
(aged 90)
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