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The most challenging and lingering problems that happen within organizations do not derive from insufficient some item such as money, equipment, materials, time, ideas, or knowledge. If we follow a particular problem back again to its roots, we often find that it's actually a "people problem". Somewhere along the line, somebody is irritated, resistant, needy, unaggressive, unthinking, obstructive, or in pain. The problem stems from the inadequate way that individual (or band of individuals) is working with feelings, issues, and stress. Many organizations try to solve their "people problems" by manipulating commodities (buying a fresh piece of equipment, putting on a supplementary switch, adding or falling a product, etc) somewhat than by watching what is going on with people in the business. In a nutshell, they treat the indicator rather than the cause. If manipulating the commodities happens to make things go better for people involved, the situation may be fixed; if it doesn't, the situation will persist, or worsen, or simply take another form. Evidently, it would be more efficient to first investigate the underlying "people problem" before investing time, money, and energy in a "solution" which could or may well not bring the required results. Many of these "people problems" are quite refined. Few subordinates are willing to be in open is agreement with their supervisors, and fewer still are overtly obstructive. Instead, people "make mistakes", "have accidents", "misunderstand", "can't", spin their rims, waste time, get sick, fail to cooperate with each other, etc. Supervisors often manage stress in these same inadequate ways, and many are unwilling to confront the incorrect behavior of these supervisees.

Category: Management