Real Problems, Pseudo Solutions

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You may recall that after 9/11, Homeland Security implemented a color-coded advisory system to inform U.S. citizens on the risk of terrorist threats. There were 5 levels:

  • Severe: Severe Risk of Terrorist Attacks

  • High: High Risk of Terrorist Attacks

  • Elevated: Significant Risk of Terrorist Attacks

  • Guarded: General Risk of Terrorist Attacks

  • Low: Low Risk of Terrorist Attacks

How often do you remember relying on this system? What exactly is the difference between significant and high risk? Did you ever change your behavior because of the threat level? Did you ever not go to work or not take your family to the park because the threat level was bumped up a notch?

Of course not. It was completely worthless. No one paid any attention to this except the bureaucrats paid to run it.

As with most responses to catastrophic events, imaginary solutions are implemented quickly in response. It happens in both business and government. Citizens and clients want easy, immediate answers to complex problems. “Do something,” people demand. Well, something is done, with no benefit to anyone.

When bad things happen, people expect three things: a clear explanation, a singular scapegoat, and an immediate solution.  

But all three never exist. The explanations are rarely simple. The cause is multifaceted. The solutions are tenuous, if solutions even exist. Many problems don’t have solutions, just imperfect, costly tradeoffs. Most times we can’t even agree on the underlying problem itself, let alone find a solution.

People don’t like tradeoffs, so the actions and answers that are delivered are vague, noncommittal actions that do nothing but provide the illusion of progress. The costs and ambiguities are rarely addressed.

Here’s the takeaway: If you’re a leader, don’t add to the morass of reactionary solutions and misguided initiatives. Fight the inevitable urge to do something. Acknowledge the reality that there isn’t a quick solution. Instead, stop, slow down, and focus on substance over superficiality. Prioritize executing small, meaningful changes rather than one grand, fake solution.