I think this represents two issues, which need to be addressed. Let’ take the first one, "Most people would rather live with a problem they can’t solve." My experience is that people don’t want to live with the problem, but since they don’t know how to solve it, they feel they have no choice. This leads to workarounds, which lets them get their job done ineffectively. As the workaround becomes engrained into the culture, it becomes an accepted practice and the problem is not addressed. Two of the biggest reasons I get from employees for not solving the problem are:

• Management will not let me solve problems because I have too many other things that must be done.
• I don’t know how to solve a problem.

Both of these situations represent a failure of the organization to cultivate a culture of continual improvement. The vision of the organization is short-term, which results in ineffective processes. Employees have to be given permission to improve what they do through management initiatives and trained in the use of problem solving techniques and tools.

The second issue, "Most people don’t accept a solution they can’t understand." I think most people would have difficulty with this one. We need to further explore this lack of understanding. In many cases a lack of understanding results from a failure to include the individual in the development of the solution. These individuals are usually subject matter experts, with great ideas on how to improve their process. When a solution is thrust upon them from an outside source, they may perceive it as inferior compared to their solution and as an exercise of control over what they do. This generates resistance.

The team approach to problem solving is effective in generating buy-in from those who work in the problem areas. Representation on the team from these subject matter experts allows them to present their ideas as well as ideas from their co-workers. Having this input into the solution gives them an understanding of the how the solution was developed and why certain choices were made. The result is a transfer of knowledge and understanding back to those directly affected by the change. It also helps promote the idea that problem solving is acceptable and illustrates how to solve a problem.

Ultimately, this contributes to the creation of a culture of continual improvement, where improvements are not only top down but bottom up.