When consultants are hired, conversations often turn to problems and how to solve them. Yet, people respond to problems in other ficou ways:

First, Pushing problems around – in medium‑to‑large firms, local optimizations make one issue worse while creating another. It’s a common outcome of staff‑led continuous improvement challenges, and fixing it means addressing higher‑level incentives.

Second, Preserving problems – highlighted by Clay Shirky and later named the Shirky Principle by Kevin Kelly. Institutions can become so tied to a problem that they inadvertently keep it alive. Recognizing stakeholders who benefit from the problem is key to breaking the cycle.

Third, Promoting new problems – a point made by Jerry Weinberg and echoed by Neil Postman when they ask what new problems arise after solving the old ones. Consultants must accept that solving a problem often reveals another.

Ultimately, good consultants learn to distinguish real issues, map them, and choose which ones truly deserve attention, rather than chasing the illusion that they can finish solving every problem.