Puzzles
Puzzles are the everyday issues that we all must face. They are rarely in any way Essential nor do they evoke much curiosity on the part of those people who face them. We are rarely surprised when puzzles occur. However, we may label them as Essential, because they always must be successfully solved. Much as in the fable of the Dutch boy keeping his figure in the dike to keep the city from flooding, we have certain critical tasks to perform every day. At other times, we declare that something is Essential only because we want to appear competent and successful. It is at such a point that we need to ask if resolution of this issue is actually Essential
Answers are easily found when puzzling questions are asked. Puzzles are easily solved–and we know when they are solved. They are unidimensional, in that they can be clearly defined and can readily be quantified or at least measured. With a puzzle, the parameters are clear. The desired outcome of a puzzle-solution process can readily be identified. Actions that bring about success can easily be predicted in our Polystatic world. We rely on tried-and-true heuristics. Habitual behavior reigns supreme. There is little to gain our attention—other than the prospect of success. Puzzles are often imported to (and can be decided by) a relatively small number of people. It is the sort of issue that is rightly passed to the lowest level of responsibility where the necessary information is available. Employees are often placed in specific roles so that they can solve ongoing puzzles—whether they occur on an assembly line, at the front desk of a hotel, or in the accounting office of a small business.
John Miller and Scott Page (2007) use the metaphor of landscape to distinguish various types of issues being faced in organizations. They point to the image of a single, dominant mountain peak when describing the first type of landscape—one that is aligned with the view of a puzzle. Often volcanic in origin, these imposing mountains are clearly the highest point within sight. For those living in or visiting the Western United States, we can point to Mt. Rainer (in western Washington) or Mt. Shasta (in northern California). Mt. Fuji in Japan also exemplifies this type of landscape. You know when you have reached the highest point in the region and there is no doubt regarding the prominence of this peak. Similarly, in the case of puzzles, we know when a satisfactory solution has been identified. Our prediction has led to appropriate action. We can stand triumphantly at the top of the mountain/puzzle, knowing that we have succeeded. We are motivated by achievement rather than curiosity. We label something as Essential—such as ascending the peak—because “it is there” and because we can be successful.
Furthermore, we can look back down to the path followed in reaching the solution/peak. We can record this path and know that it can be followed again in the future. We know how to operate when, once again, we need to reach this peak or solve this puzzle. Our polystatic process remains stable—with the same baseline, same predictions and same habitual behavior. Even when we are not successful in achieving a particular outcome, a simple adjustment can be made in the actions to be taken. We went to a very crowded supermarket last week and felt the physiological impact of crowded aisles and long waits at the checkout counter. We made an adjustment and have gone to the supermarket at a better time—when there are fewer shoppers.
There is a slightly bigger and more complex puzzle to address. My ears have told me that there is too much noise around me at work. I hear what is being said by another staff member at the next desk. I complain. Partitions are set up between desks at my office. It is not uncommon for us to rely on old assumptions and polystatic predictions even when the issue is big and life-threatening. Many of us confronted the challenge of COVID by predicting that a protective device would help. Sure enough, new masks just arrived at our front door to help us confront this virus. We begin to stay home at the recommendation of our state officials. They are to be trusted and their recommendation helped to reduce the rate of infection. A puzzle presented itself and solutions emerged. Or did they . . .
