There’s no better way to understand that than watching this scene from Superman II. It is, IMVHO, among the greatest 200 seconds in motion picture history.https://www.youtube.com/watch?v=-ikd_hRnVR4 …
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Unidentified man yells “Somebody do something” (as an aside: 1980s special effects at work here)pic.twitter.com/L0bZf832qC
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Clark Kent has now transmogrified into Superman, zips towards the falling boy.pic.twitter.com/82sTxNT4i5
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Superman manages to reach the boy just as the boy is inches away from certain death.pic.twitter.com/dvFmdBpVSO
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Look at those faces, in awe, and appreciative of what Superman has just done.pic.twitter.com/WWVdqZQx5r
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Look at Lois Lane. Pretty much ignored Clark Kent earlier when he tried to save the boy, but is vying for Superman’s attention after this dramatic save.pic.twitter.com/T0sLhXKCI5
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Now, I have a question for you. If Superman is like most of us — if he cares about appreciation for a job well done — what will he do the next time he’s in this situation?
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(A) Will he try to prevent the boy from falling? Or, (B) will he let the boy fall, transform into Superman within a nanosecond, and heroically rescue the boy from certain death?
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It should be obvious that, if he’s motivated by appreciation and accolades (as certainly most humans are), you should bet on (B), not (A), being the correct answer.
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Because what you just saw happens in the organizations that we’re part of, every... single... day....
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In fact, this is such a common phenomenon that once you understand it, you’ll see it everywhere. Companies, non-profits, government. Especially the government.pic.twitter.com/xcHS0FeB4U
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And while no organization (or leader) *wants to* incentivize problem creation over problem prevention, they unwittingly end up doing it anyway.
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This paradox is so important for us to understand, as a community and as a society, that I’m going to share another story.
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What you’re about to see is a remarkable couple of paragraphs from Rolf Dobelli’s excellent book “The Art of The Good Life”* https://www.amazon.com/Art-Good-Life-Surprising-Shortcuts/dp/0316445096/ … * As an aside, this is one of my top 5 all-time favorite books.
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With this contrast between how humans innately perceive problem solving vs. problem prevention, is it any surprise that this paradox permeates almost every complex organization?pic.twitter.com/MaU0rOmBGo
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Let’s bring this back to product management (and leadership in general).
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In the earlier stages of your career as a PM (or a leader), it makes sense for you to go in and solve whatever problem is facing the team.
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And some PMs (and leaders), after multiple years of doing this, convince themselves that problem *solving* is their job. They come in to the office, look for the “problem of the day”, and then get to work.
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