Whether or not we want to use the term “problem” when focusing on specific issues, there is an important point to be made regarding Essence and contradiction. It is when we consider the alignment of some issue with the Essence of the system that we typically find that this issue contains multiple parts (rather than being a puzzle) and these parts are inevitably interrelated. Does this mean that all issues are inevitably polarities or that some issues can contain many interwoven parts that are embedded in a complex system. They are not polarities, for we are not initially forced to prefer one solution over another. We are initially confused but not polarized. An urban planning issue, for instance, might include a concern about zoning laws as well as a concern about the rising cost of materials. The materials costs might produce pressure for modification of zoning laws, while the zooming regulations might require the use of certain high-cost materials. While these two concerns are interconnected, they need not be contradictory. Their interconnection, however, does produce the challenge of finding an urban planning solution that might factor the laws or the costs—thus producing a solution that is never quite “ideal.”
Messes: in some cases, there are multiple interdependent problems which produce messes. Urban planning is filled with messes. Zoning regulations and materials costs are joined by various constituency concerns, transportation issues, collective bargaining agreements, etc. etc. etc. While messes often contain polarities, the “real” challenge concerns sorting out all of the many issues involved in the mess. This is the point where the Lens of Essence becomes particularly important. Somehow, in the midst of the muck and drama of messy deliberations, there should be a “guiding light.” This is the lighthouse I mentioned in my previous essay when applying the metaphor of a ship battling the currents and tides when entering the San Francisco Bay. Several decades ago, I worked with a highly effective executive who ensured that a copy of the mission of her organization was placed (under glass) at each seat in her executive conference room. She also read this statement at the start of each “messy” meeting of her C-Suite colleagues. This engagement of her “lighthouse” was particularly important during the COVID-19 years.
Dilemmas: we are coming close to Johnsons’ polarity when considering the role of dilemmas in our personal life and organizations. Johnson considers some dilemmas to be polarities (such as the pull between being clear and flexible in our relationship with other people. According to Johnson (2020, p. 225), other dilemmas are simply having to choose between two bad options that are independent of one another. I believe, once again, that independence is rarely found in a complex mid-21st Century life or organization. I would agree with Johnson, however, that a dilemma is rarely about two positive options. The choice is often between one option that will lead to an immediate outcome (but involve sacrifice of some other important outcome) or a second option that will lead to a longer-term outcome (but involve sacrifice of the immediate outcome).
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