The 3 Types of Players

The participants in a serious organizational problem solving effort are not just a collection of interested parties. There are distinct perspectives that translate into different roles. When the problem solving shifts into the TAMING phase, it is especially critical that executives watch their level of involvement; their greater authority makes it difficult to staff to enforce the appropriate discipline.

TAMING is a staff activity, which requires the NAMING and FRAMING from the executive ranks. Except for some fairly rare problems, the leader should not step into the taming process. Their greater authority is more likely to distort the process than support it. If they simply announce the solution, they inadvertently train their staff to avoid solving problems and just bring them to the executive instead!

The appropriate involvement of the executive is to keep alive the two key conversations referenced earlier. It is important that the leader deflect requests to step in and resolve the problem. Unless the problem poses a serious and imminent threat to the organization, the leader's best role is to direct and support the efforts of those closer to the situation.

The obvious exceptions, of course, are those problems that must be solved at an executive level. For example, in strategic planning, it would be strange for the executive leadership to be absent from the process. Their presence, however, still creates the chance for distortions in the process.

Individual contributors are hired for their expertise, their talent, their creativity. Problem solving is their everyday fare. There is more detail available on the key steps in taming: exploring the situation, considering options, and implementing solutions.

The FRAME from the executive ranks should be sufficient guidance for staff to address the problem without constantly checking for executive approval.

There is often a role for a neutral party. It might be a role played by an external consultant, or perhaps by a manager, or even by someone from another, more disinterested department. It may even be a role assigned to a team member; that is, one person may be asked to pull back from the central work and support the team's process instead.

The need for a neutral party, and their exact role, depends heavily on the exact type of problem. For each of the problem types, there are process notes available on their possible role.

Sometimes the most powerful role of the senior leadership is to ensure that the appropriate neutral party is available to the problem solving team.