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DE 
„"We don't have problems, we have challenges." You've certainly heard this sentence before, or something very similar. I'll take it a step further, because these days you have to top what's already been said to drown out the constant background noise of clever platitudes. That's why I'm writing this sentence out loud, so it goes straight to your consciousness via your optic nerves: PROBLEMS ARE HIDDEN RESOURCES. Why is that?
Even though it's considered uncool to admit it in times of great challenges, I'll just confess that I also have problems that hide behind these challenges. I don't stand there proudly, a heroic figure like a rock in a storm; instead, I'm worried and uncertain. It'll stay between us.
When does an obstacle become a problem?
Essentially, a problem is nothing more than an obstacle that has erected itself between me and my goal. If this goal didn't exist, the obstacle wouldn't be a problem for me at all. Let's look at it metaphorically: If I don't intend to cross a river because my destination isn't on the other side, then the river isn't an obstacle and therefore not a problem. On the contrary, it could help me refresh myself or quench my thirst.
However, if I have to cross the river to reach my destination, then it becomes an obstacle. The obstacle becomes a problem as long as I don't know how to cross it (attention, here comes an important addition!) and at the same time believe that a way exists.
This means that only the assumption that the obstacle is surmountable, and therefore the goal attainable, transforms an obstacle into a problem. If there is no way to cross the river with reasonable effort and risk, then it is no longer a problem, but a force of nature to which I submit by abandoning my goal. With that, the problem disappears, and the river once again becomes a source of refreshment and a place to swim.
The term "problem" implies a belief in a realistic chance of a solution, while simultaneously expressing our apprehension. The term "challenge" better disguises this apprehension and thus fits more closely with the cinematic image of the fearless hero who can still crack a joke even in the face of death.
Personally, I prefer to embrace a healthy dose of fear, as it protects me from recklessness and overconfidence. The key is not to ignore fear, but to confront it. Asking yourself, "What scares me?" or "What makes me feel insecure?" can then become the source of solutions.
Let's stick with the river analogy. If I'm unsure whether I can wade or swim across the river (Bruce Willis or Sylvester Stallone wouldn't give it a second thought), then I might consider securing myself with a rope, using a flotation device, building a boat, or constructing a bridge.
The problem, therefore, helps me to creatively explore further solution resources. The trick is to ask myself what could help overcome feelings like fear or uncertainty. What skills, insights, tools, people, or, more generally, what previously untapped resources contribute to the solution? In this way, the problem, as if by magic, unlocks previously unused resources. As soon as we use these resources thoughtfully, the problem gradually disappears.
In summary: An obstacle only exists if there is also a goal whose achievement is thereby made more difficult. An obstacle is only a problem as long as there is a potential solution. The problem points to untapped sources of solutions. If these potential solutions are utilized, the problem disappears.
Untapped sources of solutions
To tap into these resources, resource-oriented questions are helpful, freeing me from a problem-focused mindset. To do this, I imagine that I have already successfully overcome the obstacle. How does it feel to have reached my goal? Now I look from the goal itself back at the path I have traveled. What knowledge, skills, etc., did I use to achieve this? How did I acquire them? Which of these skills, abilities, etc., were already partially or fully available to me?
These questions open up new perspectives and allow me to view the problem from the benevolent perspective of success. After this virtual crossing, the river no longer seems so rushing and wide. Nevertheless, this goal- and resource-oriented thinking prevents me from downplaying the task, because it becomes clearer to me how I can specifically overcome the obstacle and the associated fears and doubts. But what do I do if that doesn't work?
The hare in the pepper
Now it's helpful for me to become aware of why I might not (yet) want to solve the problem (even if I perhaps could). At least psychologically, there's a compelling reason to avoid, refuse, or delay overcoming an obstacle. For example, the river itself isn't the problem, but rather the opposite bank. The river, therefore, protects me from exposing myself to the actual danger or discomfort.
Therefore, an obstacle not only points to undiscovered resources but also to a hidden benefit it offers. If there's a suspicion that this is where the problem lies, or rather, where the scaredy-cat is hiding on the riverbank, then it's more productive to first examine the characteristics of the other side. Now, the other side of the river is the problem, and we repeat the thought experiment just outlined.
The resource-oriented perspective
Now simply replace the river with any problem that's currently preventing you from reaching a goal. At the top of the list of problems are changes that force us to abandon old habits or leave our comfort zone. These usually combine the chance of gain with the risk of loss. Unfortunately, the human psyche tends to weigh potential losses about twice as heavily as potential gains.
The resource-oriented perspective just described helps us counteract this one-sided bias in favor of the status quo. I've compiled a few tips that can help you adopt this perspective more easily. Simply send an email with the subject line "New Shores" to denkanstoss@microconsult.de.
I wish you every success in venturing into new territory and discovering untapped resources or hidden profits.
Further information
Training & coaching
MicroConsult Training & Coaching on project management
MicroConsult training and coaching - overview
Food for thought:
Column by Peter Siwon about the human side of project work
Peter Siwon: Systemic project management
