Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 24, Issue 4;   January 24, 2024: I Don't Know Where to Begin

I Don't Know Where to Begin

by

Sometimes we find ourselves engaged in debate about how to approach solving a problem. When the delays and costs due to these debates exceed any possible benefit, consideration of the causes of these debates can dramatically improve group performance.
A graphical representation of a strategic analysis tool known as the "SWOT Matrix"

A graphical representation of a strategic analysis tool known as the "SWOT Matrix." It's used as a means of uncovering what is known about a strategic situation. It is therefore useful in choosing among possible strategies. However, one of its weaknesses is its limited ability to create new knowledge that is not derived from existing knowledge. That requires exploration beyond what is already known.

Image (cc) Attribution-ShareAlike 2.5 Generic by Xhienne courtesy Wikipedia.

As a formulaic utterance, "I don't know where to begin" can be a condescending put-down of a comment or proposal that the speaker energetically opposes. [Brenner 2021.1] The meaning conveyed is something like, "This idea is so wrong-headed that we should all just set our hair on fire if it would prevent the organization from adopting this idiotic scheme." When used in this way, as with many formulaic utterances, the speaker gains time to compose what to say next.

Still, the Sometimes we believe we know where to
begin, and we believe we have begun, but that
belief is mistaken. We haven't really begun.
experience of not knowing where to begin can be real. Some problems are so resistant to solution, so resistant to understanding, and so tangled up with other problems, that we truly do not know where to begin. And sometimes when we don't know where to begin, we don't even know why we don't know where to begin. Even worse, sometimes we believe we know where to begin, and we believe we have begun, but that belief is mistaken. We haven't really begun.

Here are some of the situations that tend to elicit feelings of I-don't-know-where-to-begin.

Sometimes where we begin doesn't matter
For many efforts, it doesn't matter where we begin. If we begin somewhere, anywhere, we can learn something about the challenge. After a bit of effort, if there's a better place to have begun, that place might become clear. The effort expended to that point might not have solved the problem, but it might have revealed the start of a path to a solution.
This insight suggests a way to resolve the dilemma of having two candidates for places to begin, when neither one seems to present clear advantages over the other. That resolution: try both at once for a short time, then review progress. The review can provide information that makes a choice clear.
The need to know where to begin can be a form of perfectionism
Perfectionism is a personality trait that's associated with seeking flawless results for whatever efforts are underway. With respect to the question of where to begin, perfectionism means finding the perfect place to begin — the place the leads most directly to the desired result. The perfectionist thus focuses more on choice of approach than on progress to the result.
Compare two expenditure scales: the anticipated budget A for solving the problem, and the cost B of deciding how to solve the problem. Include in B the cost of delay in solving the problem. When B/A becomes large enough, perfectionism might be in play.
The debate about where to begin can be a form of political conflict
Discussing where to begin can be a convenient excuse for avoiding the issue altogether. Or it can be a symptom of unresolved political conflict. That is, the where-to-begin discussion might be a form of a deeper conflict that the parties are unwilling to see publicly expressed. The parties to the deeper conflict might be more comfortable engaging in the where-to-begin discussion because it's less likely to reveal the deeper issues.
If where-to-begin discussions erupt with regularity, and if the parties to these discussions repeatedly include the same cast of characters, deeper political conflict is a plausible candidate for the root cause of the pattern. Check for other conflicts. If you find some, resolving them might reduce the incidence of where-to-begin discussions.

Last words

Although formulaic utterances are generally associated with patterns of individual speakers, an organizational analog might also exist. For example, we might consider patterns of conceiving projects, or patterns of solving problems in projects. For solving problems, the where-do-we-begin pattern might consist of expending resources to study alternative approaches, in order to buy time to resolve political conflicts. Things are not always what they seem. Go to top Top  Next issue: Improvement Bias  Next Issue

Go For It: Sometimes It's Easier If You RunLove the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!

Footnotes

Comprehensive list of all citations from all editions of Point Lookout
[Brenner 2021.1]
Richard Brenner. "Formulaic Utterances: I," Point Lookout blog, September 22, 2021. Available here. Back

Your comments are welcome

Would you like to see your comments posted here? rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Problem Solving and Creativity:

CongruenceCoping with Problems
How we cope with problems is a choice. When we choose our coping style, we help determine our ability to address the problems we face. Of eight styles we can identify, only one is universally constructive, and we rarely use it.
The Scream, by Edvard MunchComfortable Ignorance
When we suddenly realize that what we've believed is wrong, or that what we've been doing won't work, our fear and discomfort can cause us to persevere in our illusions. If we can get better at accepting reality and dealing with it, we can make faster progress toward real achievement.
Ice on Challenger's launch pad hours before the launchUnintended Consequences
Sometimes, when we solve problems, the solutions create new problems that can be worse than the problems we solve. Why does this happen? How can we limit this effect?
GEN Eric Shinseki and CWO Nicholas PunimataThe Perils of Piecemeal Analysis: Group Dynamics
When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster, it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The source of some of this risk is the nature of group discussion.
Fog offshore near Cabrillo National Monument, CaliforniaClearing Conflict Fog
At times, groups can become so embroiled in destructive conflict that conventional conflict resolution becomes ineffective. How does this happen? What can we do about it?

See also Problem Solving and Creativity and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

A game of Jenga underwayComing September 4: Beating the Layoffs: I
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.
A child at a fork in a pathAnd on September 11: Beating the Layoffs: II
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.