If solutions become the actual problem

00:00:01: Let me start with a slightly uncomfortable thought and feel free to disagree with me for a moment.

00:00:07: A large part of the consulting industry still operates on a very simple promise Give Me Your Problem, then I will deliver The Right Solution.

00:00:17: It sounds professional doesn't it?

00:00:19: It feels structured And To Be Fair It sells extremely well.

00:00:23: But there is small flaw in this logic that we tend to overlook In everyday practice Because in many cases The solution fits perfectly to a problem that doesn't actually exist in the way we think it does.

00:00:37: And yet, We keep doing it!

00:00:40: We build plans for futures that cannot be predicted... ...we define goals That we hope are somehow right and then we wonder why reality refuses to cooperate?

00:00:52: So maybe the real issue is not that we lack good answers Maybe the issues that we are far too quick to provide them.

00:01:14: If you take a step back and look at how most consulting work is done, We usually rely on the logic That we have all learned And for time successfully applied?

00:01:24: We define A goal We analyze The situation We create a plan Then we execute.

00:01:32: This Is thinking Behind business plans Strategies and large transformation programs.

00:01:38: To be clear There's nothing wrong with it.

00:01:40: In fact, this approach works extremely well.

00:01:43: As long as the environment is stable... ...the goals are clear and the future can be reasonably predicted from the past.

00:01:51: The challenge begins when we leave that kind of environment Because a large part today's reality is no longer predictable in that way.

00:02:01: And this where things start to break.

00:02:04: We aren't applying tools designed for a predictable world to situations that are fundamentally unpredictable.

00:02:12: And then we are surprised when things feel slow, resistance or simply don't work.

00:02:18: Effectivation offers a different perspective.

00:02:23: instead of asking how to get from point eight To a predefined point three it invites us to start with what is actually there and explore What can be created?

00:02:35: From it.

00:02:36: if you work systemically this might already sound familiar.

00:02:40: You don't assume that you know the solution, you assume something useful can emerge through interaction and shifting perspectives, dialogue or engaging with a system meaning with people involved in it.

00:02:59: This is where systemic thinking and effectuation meet.

00:03:16: Now, how does that look in practice?

00:03:17: Let me give you two examples.

00:03:20: Example number one comes from politics where everybody has solutions but no moves.

00:03:25: No imagine a mid-sized city that wants to redesign its city centre less traffic more livability More space for people and local businesses.

00:03:36: The first glance Everybody agrees That something needs to change And then almost inevitably the discussion turns To a debate about solutions.

00:03:44: Retailers are concerned about losing customers.

00:03:47: Politicians emphasise the need for change.

00:03:50: The administration brings in data, studies and best practices from other cities.

00:03:55: Everyone is doing what they have learnt to do.

00:03:58: They're trying to solve a problem And yet nothing really moves forward!

00:04:03: The reason it's quite simple... ...they try to solve problems that each of them understands In completely different ways.

00:04:11: At that point, I usually step in as a consultant and interrupt the flow of discussion.

00:04:17: For example you might say something like... and enter a different kind of conversation.

00:04:44: Instead of asking which solution is right, I ask what would success actually look like for you personally in five years?

00:04:53: And suddenly very different images begin to emerge!

00:04:56: For the retailers, success means customer flow and economic stability.

00:05:01: For the administration it means more vibrant an accessible public space.

00:05:05: For city groups that mean a place where people enjoy spending time even without consuming.

00:05:13: As these perspectives become visible, something then suddenly begins to shift from there.

00:05:18: we move on the next question What do you already have that could use?

00:05:23: start working with today?

00:05:25: And instead of developing a perfect master plan We identify existing resources An empty shop space A committed local initiative and willingness From city to allow temporary experiments.

00:05:40: What follows is not a final solution, but first step.

00:05:45: A temporary space that's used in different ways where ideas are tested and people gather real experience – this is when real development begins!

00:05:57: My second example comes from a mid-sized company.

00:06:00: I worked with the mid-size company three years ago operating internationally where the leadership team had developed clear and well structured transformation plans New structures, new processes.

00:06:12: Everything carefully designed on paper – it looked excellent!

00:06:16: In reality however the situation turned out to be much more complex.

00:06:20: cultural differences became visible and resistance emerged not openly but persistently.

00:06:26: The usual reaction in such situations is to refine the plan intensify communication And push harder for implementation.

00:06:35: Instead we decided To take a step back.

00:06:39: we shifted the focus away from the plan and towards that current reality of the organisation.

00:06:45: We asked questions like, what is already working here despite the challenges?

00:06:51: Where do we see energy and willingness to

00:06:53: engage?".

00:06:55: And instead of rolling out a transformation everywhere at once... ...we started where movement was already possible—like a pilot study!

00:07:04: Small initiatives voluntary participation real collaboration across countries, with each agreement that was made the process became more stable.

00:07:14: Not because the original plan had been perfected but because something meaningful had emerged and people were willing to support... That makes all of a difference!

00:07:37: Now what can you take into your own practice?

00:07:41: If you reflect on your own work there are a few implications which is surprisingly simple And at the same time quite demanding.

00:07:50: First, we need to become more cautious about rushing into goal-setting.

00:07:56: very often when we ask people what they want to achieve They give us answers that sound reasonable but are not yet deeply grounded in their actual situation.

00:08:07: A more useful starting point can be a much simpler question What is actually present right now and what truly matters with it?

00:08:16: Second, we may need to rethink what we consider progress.

00:08:20: Progress does not necessarily come from a perfectly designed plan.

00:08:25: More often it comes from the next steps that are feasible under current conditions – steps they do NOT put too much at risk but allow for learning and movement.

00:08:36: And third We need take relationships more seriously than usually.

00:08:42: The future does not emerge from a concept or as strategy document.

00:08:47: It emerges from interaction, From people who are willing to engage To contribute and co-create something together And perhaps it is the most uncomfortable sight in all of this.

00:09:02: We spend significant amount time producing answers Far too little making sure we're asking right questions In first place.

00:09:24: So maybe this is the key distinction to take away for you.

00:09:29: If you are valued as a consultant primarily because you can provide quick and convincing answers, You're meeting expectations but may not be creating real change.

00:09:41: However... ...you'll able shift questions in way that makes it impossible.

00:09:46: people fall back into old patterns of thinking.

00:09:49: then something meaningful begins to put it in a more provocative way.

00:09:56: Consultants who are proud of having the best answers, often part of their problem.

00:10:01: Good consulting is not about making things clearer.

00:10:06: It's about making it impossible To ignore what really matters And that sends Start asking better questions.

00:10:15: Everything else will follow.

00:10:17: That's it for now.

00:10:18: Thank you very much for listening.

00:10:19: I look forward to next episode and say Thanks for now.

00:10:24: Bye bye, I'm Kai Kaufman.