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[Title], originally presented by [Author], opens with the question of how we navigate challenges in the workplace. In any work environment, things don't always go as planned. A project might fall slightly behind schedule, a process may need refinement, or a decision might not yield the expected outcome. It's natural to discuss these occurrences.
In fact, talking about problems can be one of the ways we improve. However, there's a crucial point to consider: we can discuss a problem in a way that acknowledges the issue while preserving hope for a solution. When a problem arises, our initial reaction is often to talk about it, and that's perfectly normal.
But we can introduce a simple habit into our conversations: after stating the problem, take a small step toward a solution. For instance, instead of just saying, "This process has so many issues," we could say, "It seems this part of the process has some difficulties. Perhaps if we examine this step, we can find a better way." Or, instead of, "This always happens," we could say, "This has happened a few times. It might be worth finding the root cause."
In both scenarios, the problem is still raised. However, the second approach conveys a different message: "This issue is something we can examine and improve." Research in organizational behavior has shown that the way people discuss workplace events can be linked to relationships, attitudes, and work behaviors.
For example, a 2022 meta-analysis examining the results of 52 studies and over 14,000 individuals indicated that negative workplace gossip was associated with more unfavorable outcomes compared to positive gossip. The significant point here is that this finding does not mean we should remain silent about problems. A healthy organization actually needs employees who can identify and discuss issues.
The difference lies in where the conversation is heading: does it lean toward "This problem exists; how can we make it better?" or toward "This problem exists, and nothing is going to change"? Sometimes, simply changing a few words can transform the atmosphere of a conversation. For instance, instead of saying, "No one is addressing this," we can say, "I believe this issue requires more follow-up. Let's see what avenues we can pursue to address it."
Instead of "This task is impossible," let's say, "This task presents challenges. Let's explore what approach might be more feasible." And instead of "That same problem happened again," we could say, "This problem has recurred. Perhaps this time we can identify its root cause." In all these examples, we haven't hidden reality; we've merely adjusted our perspective and our expression slightly.
Perhaps three simple questions can help us with this. When we're about to discuss a problem, let's ask ourselves: One, what exactly is the issue? Instead of questioning the entire situation, let's focus on the problem itself. Two, what could be improved? Even if we don't have the solution yet, this question shifts our minds from despair toward the possibility of change. Three, what can I contribute?
Sometimes, the answer to this question can be the beginning of a small action. The Mapna Group's code of conduct reminds us: "We avoid exaggerated talk about problems, which leads to the spread of pessimism and despair in the organization." Perhaps we can view this code not just as a "don't" but as a suggestion for more constructive communication. Let's see the problem, discuss it, but be fair and precise in our expression, and whenever possible, steer the conversation toward a solution.
We don't always need to have the answer ready. We don't always need to find a solution for every problem immediately. Sometimes, simply saying, "Let's see what we can do," instead of succumbing to despair, can be a good starting point. The professional approach isn't to say, "There are no problems in this organization." That's unrealistic. The professional approach is to say, "A problem exists; however, we can take action to improve it." This perspective might be both more realistic and more constructive.
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