Reframing a challenge as a problem is the first step to getting it resolved

Have you noticed over recent years that there has been a tendency in conversations for people to say "I have a challenge" rather than "I have a problem"? Having heard that phrase used recently, I found myself asking "when is
a challenge a challenge and a problem
a problem?"

If you pop the word 'challenge' into a search engine, you will be told that a challenge is about testing or contesting ability or strength. Alternatively, a challenge can be a request to prove or justify something. Do the same for the word 'problem' and you will be informed that
a problem is a situation which is regarded
as unwelcome or harmful; it needs to be dealt with and overcome and is often difficult to achieve.

Learning and development teams can help with both challenges and problems. Their first contribution is often in helping
to define whether it's a challenge or a problem that needs to be addressed.

Problems v challenges

Problems are often easier to address than challenges. Problems usually require a definite solution, an outcome, an end to the problem. If the problem is that a room is too hot, the solution is to lower the temperature. Problem-solving approaches and techniques can be trained. Individuals can learn which approach is suited to which type of problem by using, for example:

• the 'five whys';

• Ishikawa (fishbone) diagrams;

• appreciative inquiry; or

• cause and effect analysis.

The difficulty with challenges is that they involve the management of expectations and behaviours - usually the hardest aspect of managing people. Somewhat ironically, challenges often result following the realisation of a problem - people will challenge the proposed solution or, indeed, the final decision.

Sometimes, to challenge is healthy; if a better solution can be found, a challenge can be positive and productive. When a challenge arises during an exchange of views or ideas, it needs to be productive and not simply to moan, whinge or have an outburst of discontent. Knowing how to position the challenge and knowing how to respond to
a challenge is a skill to be developed.

Change management

When a firm brings about change or deliberately decides to maintain the status quo, employees and partners will react and may well challenge the decision communicated. In our working lives, challenge tends to come from a place of dissatisfaction. Some individuals want to bring about new ideas and others will resist their implementation. Some find the pace
of change being implemented too much
and others can be heard saying that it is
not fast enough. Voicing their discontent brings about the challenge.

Preventing the dissatisfaction that results in the challenge in such circumstances often requires strong communication skills, a good level of management capability and leadership attributes. All of these desirable abilities
are trainable by or with the support of
your L&D team.

The skills and experience needed to deal with a problem or respond to a challenge are inextricably linked to good change management and strong project management skillsets. In my experience,
it is these two areas which are least likely
to be seen as core and necessary skills
by many lawyers.

If developed, they can however have a significant impact on the successful performance of not only the individuals concerned, but also on their teams, their practice groups or support departments, and therefore on the success of the firm as a whole. Better change management and project management help to provide smoother and more efficient application
of processes and procedures.

Good-quality project management training will always include scoping projects appropriately and adequately, as well as the analysis and management of stakeholders. Stakeholder management, by its very definition, requires the ability to communicate potential and existing problems and to handle challenges.

If better-quality approaches to implementing change initiatives are observed, strength and ability in communication, employee engagement and leadership will result. Change rests on people understanding the reasons for the change and the perceived impact the change will have on them.

When facing either problems or challenges on a regular basis, ask your
L&D team how they can help you to learn how to anticipate and minimise problems and how to foster a culture of positive,
constructive challenge.

Sue Beavil is UK learning and
organisational development manager at international law firm Slater & Gordon (www.slatergordon.co.uk)