Positive Problem Solving;
When Mistakes Are Made; How to Correct Them
 by
Phil Bartle, PhD

Training Handout

While criticism seems to be a natural reaction to someone making mistakes,
it adds to the problem rather than contributing to its solution

 A positive, problem solving approach is more productive and
 effective for the organization than a negative, problem raising
 attitude. The same applies in empowering communities. Problems
 exist. That is a fact of life.

 Making mistakes is a characteristic of being human. We all make
 mistakes.

 Some religious teachers tell us that only God (or whatever name we
 have for a higher power) is perfect; to err is human. So that means
 we, as managers, must be aware that people will make mistakes. That
 is a fact of life that we need to accept.

 It is how we respond or react to those mistakes that is crucial to
 good or bad management. If we get upset and complain or criticise
 the person or group that makes a mistake, we do not correct the
 mistake. We add to the problem.

 A positive approach would contribute to the solution. We recognise
 that the mistake is made, but we emphasise the positive
 contributions of those who made the mistake.

 We build up the strengths, self esteem and self confidence of our
 staff or community members. Remember that a manager has only one
 resource, people; make them strong.

 Those people will not be as loyal, as enthusiastic, as motivated or
 as helpful when they feel they are being criticised, that their
 positive attributes are not recognised, or feel that they are
 worthless. They are not stupid; they know that they made a mistake.
 If they feel that they have the support of their leader in spite of
 the mistake, they will try harder.

 This is a recognised principle of good management.
 How then do we incorporate it into our attempt
 to increase participatory management?

 Management is a process of solving problems. If there were no
 problems then there would be no need for management. It is important
 to instil in everybody concerned (not just the "boss" or the
 executive committee) that it is their business to suggest solutions
 to the inevitable problems. Both community and organizational
 management training should include in its curriculum the 
 encouragement of this attitude.

 One technique that can be taught is through the manipulation of
 words, which can be used to see any problem from a new
 perspective. One way, for example, is to write the problem down, on
 a piece of paper or up on a board in front of participants. Then
 cross off the word "problem" and write the word "opportunity" in its
 place. It is a simple tip, but can bring surprisingly good results.

 Most mobilizers and animators know the value of a good story,
 metaphor, parable or anecdote. Here is an appropriate one. Mother
 Theresa, of Calcutta slums fame, was known for her perpetually
 positive attitude. One news reporter complained to her that she
 acted as if she had no problems; how did she do it? "Oh, I have
 problems," Mother Theresa was reported to have replied. "But when I
 get them, I simply rename them. I call them gifts," she said.

 Be sure to let the person making the mistake be part of the decision
 making process aimed
 at correcting the results of the mistake; without laying a guilt
 trip on that person.

 If we as managers are to share the management of an organization or
 community with the staff or members, then we need to teach some of
 the basic management principles to them. While the first principle
 is set in the four key questions, this principle of taking a
 positive approach, especially to mistakes made, is among the core
 principles to instil in the trainees.

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Updated: 2003 May 16