There are wicked problems that are hard to solve. Dealing with a few of them, I became convinced that solving such problems requires special human qualities.
Einstein said, “We cannot solve problems at the same level of thinking that we were at when we created those problems.”
I say we cannot solve problems at the same level of their persistence. We need to have a higher level of persistence than that of the problem.
Persistence is the ability to continue with determination and consistency trying despite obstacles and impediments.
Persistence requires agility and adaptability of our minds if we need to make needed changes. Persistence does not mean stubbornness when the call for the need to change rings its bells.
The Side Effects Fruits of Persistence
When we stand firm on course to solve persistent problems we develop
- Our patience to stay on course. “Patience strengthens the spirit, sweetens the temper, stifles anger, extinguishes envy, subdues pride, bridles the tongue, restrains the hand and tramples upon temptations.” — George Horne
- Our commitment to keep on going.
- Our courage to face new problems without unnecessary fear
- Our adaptability and resilience to encounter new changes with necessary changes and if we fail we bounce back and try again.
- Our self-confidence increases as a result of achieving small successes that we need to celebrate.
There is a trick with self-confidence if it leads to overconfidence. Overconfidence bias is a tendency to make false assessments of our skills or talent.
Overconfidence leads to stubbornness by doing the same expecting different results.
One good trait generates new good traits. Having persistence generates traits or strengthens them so that our persistence can be higher than those of wicked problems. However, beware of strengthening a trait to exceed its safety limit, and then our strength becomes our weakness.
The risk of excessive self-esteem towards oneself is particularly harmful when it comes to planning actions and programming objectives in the company. Usually (but far from being an axiom), the company decision maker, as experience, the load of responsibility, and/or decision-making power increases, tends to fall into the cognitive error of overconfidence.
It is very risky to overestimate your knowledge, skills and abilities in a certain area. It should be given priority
always a real awareness of one’s abilities which then simply translates into having the right humility to know how to listen, wanting to delve deeper into a topic and trying not to stop at the first conclusion because it could be the simplest and the most wrong. A good leader should be willing to question their beliefs and welcome constructive discussion. Just as promoting a corporate culture that values diversity of opinions and encourages critical thinking can help mitigate the harmful effects of overconfidence.
Excellent comment Aldo Delli Paoli
You pinpointed the problem of overconfidence and its associated cognitive error of rushing to making the simplest but the riskiest decisions.
You then offered the solution- it is by consulting with others and listening attentively to what they say.
This results in respecting diversity and setting the ground for healthy culture to enmerge,