These models are based on thoughts and inspirations gleaned from engaging and applying knowledge and the experiences earned in the process of providing solutions through knowledge application.
Model 1: Solutions are Buried in Problems
I have observed and experienced that solutions are buried in problems. This means that the very persons in a problem setting, or space are able to connect with the problem and if they are able to retrace their steps to the source of the problem, they can find where they slipped or fouled and then they can begin to undo the things they had done.
In other words, the solutions to problems are embedded in the problem. According to Napoleon Hill, every adversity, every failure, every heartache carries with it the seeds of an equal or greater benefit. I have observed this to be true and have equally applied myself to the personal dictum that all things, good or bad, are alike to me. It is not what happens, it is how we react or respond to what happens, because everything works for our good, if we are in alignment with the Author of all things.
Think of a wrong decision made. It can be any kind of decision. It could be the choosing of a wrong career. It could be the choice of a man/woman in marriage. It could be the purchase of an item. It can be anything. What do we do? Would the solution be in the decision that led to a problem? Is it the choice or decision or is it the management or application of it?
In close affinity or even almost inseparable from this point is the fact that if we work on a team chasing after a cause, we have a huge problem if we do not realize that we have loaned or have to loan a portion of our lives to the cause of the team and have to apply the ethos of teamsmanship.
A strong deduction I glean from this box is that if we encounter a problem in the process, we must look inwards and we will find the solution. The solution will elude us only when one or two members of the team act selfishly not to expose their potential and activate same to attain actual for the benefit of the team. But that the solution is not present is not acceptable.
It is a question of selflessness, commitment level and sacrifice level of each member that determines whether what they have, whether in potential or actual, can be used for accomplishment of team vision.
Question is: How many persons are able to earn or receive this inspiration and work it to a solution? It has to be genius because it does require exceptional thinking to be able to work the mind above the thinking of the environment where one finds oneself.
Model 2: Solutions can be Earned from Without
Another model is one I gleaned while listening to Russell Ackoff. Russell, while dissecting the concept of Systems Thinking stated that solutions to problems can often come from outside the problem. In other words, men who are outside are able to see the obvious that those within are blind to and they are able to venture and work solution.
While solving a bullying problem in a dormitory of male students, I engaged an experienced and resourceful colleague. I discovered that some senior boys in the boarding house were constantly bullying the junior students but there was an unsettling calm that did not sit well with me. Something was off.
The junior boys were not talking to anyone about them being bullied but merely looking closely at them, their mien, their visage, and body language, I could tell that something was not right. I confronted their house master, but he said there was no problem. I would not take that.
I followed my hunch, called a meeting of the junior boys only, and began to ask curious questions. They were not going to bulge but once one of them opened up, it was a rain of confessions.
When reviewing the case with another colleague, he said that such bullying issues of usually elude the house master and that unless there is discernment from without like I had, it would be almost impossible to find out anything.
I remembered Russell Ackoff's model. But I do think that an unreported problem like one of bullying may not be apt because it depends on the person in charge. If the mind of the person in charge is sharp and beyond the thinking of the people he is superintending, he will always be ahead of them. As a matter of fact, he can often second guess their next moves especially because he knows the character of the characters in the space.
Personally, this is a no-brainer for me. I am able to discern the people in and outside my physical space and with that level of perceptiveness, I am able to watch closely the behaviours and conduct of the persons in question.
Observation is always a rescue. It hardly fails. Our educational experience without the critical input and use of observation will not deliver a robust solution to us and the ripple effects may not be of quality service.
When we hone the skill of observation, we open the door to receiving vibration, we use active listening and unlock the aura of perceptiveness. Discernment becomes a tool we can call up at will.
Problems and solutions co-exist. All that we have living through the human space is that mix of two worlds and concepts: life and death, light and darkness, good and bad, day and night, ill-health and good health, and the list is almost an endless one. We come into one as we come out of another.
These models are ever present, and they are obvious but ironically the obvious things are the things that we miss the most. This is the bane of man, the blindness that he inflicts on himself because he refuses to use what he has freely received, but rather chases what is far away from him.
Regardless of the model we are operating, we can find solutions, but it depends on our mindset and how much commitment we bring to the table. With great commitment, we make quality sacrifice to forge meaningful existence through the service we render to others.
