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Several common errors occur in developing a statement of the problem,
regardless of whether this effort is made by an individual or a group.
These common errors include:

• confusing facts with opinions or assumptions,

• confusing symptoms with cause,

• looking for scapegoats to blame,

• proposing solutions before the problem is clearly understood,

• defining the problem in a way that implies a choice must be made

between two particular solutions, and

• defining the problem in such a way that it could not possibly be
solved without exceeding the discretion and authority of the
leader and group. 198

Making the definition of the problem more concrete and determining what
goals need to be reached are especially important. What do you want to
achieve, preserve, and/or avoid? What are your priorities? What is most
critical for you to achieve? What is least critical? Until you have a really
clear idea of exactly what you want, it will be difficult to be satisfied with

what you get; even to know when you’ve found the best answer.

The more clearly stated the problem is, the clearer the goals and intent of
the parties involved. Broad statements of the problem should be converted
to more specific or concrete statements. For example:

General Problem: The Director of the Development
Organization isn’t getting along with the Board of Directors.

198 Gary A. Yukl. Leadership in Organizations. Englewood Cliffs, NJ: Prentice-Hall, 1981, p. 252.

David Kolzow 193