The Shocking Truth About Problems

The moment something lands as "this shouldn't be happening" may be the beginning of a different choice.

When something feels wrong

Think of something in your life right now that you believe should not be happening. It might be a conflict at home, a situation at work that keeps returning, or a concern you have mentioned to someone more than once.

You may already know how you describe the problem. You may also have an explanation for why it keeps happening. For now, simply notice the situation that keeps landing as something you have to deal with.

What is a presenting problem?

A presenting problem is a situation that presents itself to you as something that should not be happening-something bad, unwanted, or in need of action.

In Experiential Authentic Leadership Development-Growth through Adversity Process™ technology, the presenting problem is a demand for action outside your automatic response. It does not tell you what to do, and it does not mean the situation is good or that you should ignore its consequences. It gives you a moment to notice what is happening and how you respond.

Most of us experience that moment as a reason to react, explain, wait, hope, or protect ourselves. But it can also become an opportunity to see the situation differently and consider a response beyond the one that comes automatically.

Why the problem matters

A presenting problem can open a path to a breakthrough. When nothing interrupts the familiar pattern, we can keep producing familiar results. When something does interrupt it, we may have a chance to see what we have been doing and make a different choice.

This is why the way we handle problems matters. We may delay addressing them, mention them only to someone we trust, wait to see what happens, hope they work themselves out, or hide what is going on. These responses can keep things comfortable in the short term while leaving the underlying pattern untouched.

The padding example

Imagine a company that builds extra time and money into every budget and schedule. When a project runs over, the extra padding absorbs the overrun. The company may avoid having to respond differently, because the familiar process still appears to work.

Now remove the padding. The same overrun becomes visible. Someone has to respond to it. That disruption may prompt a new conversation, a different decision, or a change in how the work is done.

The example is not an argument for removing every safeguard. It illustrates how a buffer can sometimes prevent a problem from becoming visible-and how visibility can create an opening to act differently.

Notice your automatic response

For the next 24 hours, notice each time something lands as "this shouldn't be happening." Don't try to fix the situation during this exercise. Just record what happens.

For each moment, write down:

1. What happened?
2. What did you say to yourself or to someone else about it?
3. What did you do next?

Did you speak to the person or source of the problem? Tell someone safe? Wait, hope, or hide it? There is no response you need to perform for this exercise. The aim is to see what you actually do.

Name the problem you carry

After 24 hours, look over what you recorded-and consider what else you are carrying.

Which problem do you most passionately believe should not exist?

Name it in one sentence. Don't solve it yet. We'll come back to it.