ABSTRACT
People enjoy the euphoria associated with solving a problem, and it has been the author experience that they also enjoy using a process that produces successful results. Charles Kepner and Benjamin Tregoe tell us that regardless of someone's position within an organization. People will actively avoid problem-solving opportunities if they lack the proper skills to be successful at problem solving, when they aren't appreciated when they do solve problems, or when they feel threatened by the situation. It is important to remember that problem solving is a demonstrable skill that can be learned and acquired, and success can be achieved when this skill is exploited and utilized. Roger Bohn introduces what he refers to as traffic intensity, or the number of problems relative to the resources devoted to problem solving. The organization's problem-solving culture must be top down driven, and the expectations of senior and middle leadership must be one that will not accept fire fighting.
