The shift from “resolving a problem” to “dissolving a problem” is more than a shift in the way we think, it is also a way to create far greater value for the customer, and create far greater meaning for oneself.
To elaborate: The impact of such a shift on customer orientation in an organization is deep.
There are two kinds of customer problems – structural and behavioral. Behavior customer problems are dissolved by changing the way people think, not the way people act. Structural customer problems are dissolved by redesigning the way we engage with customers. Thus a commitment to dissolving customer problems will mean transformation of the organization and the way it does business.
As long as you are resolving the same problem every day, it becomes routinized. But when you dissolve the problem completely your creativity is called into action.
The challenge of making a problem never occur again is a deeper problem than to say “I will handle it for today”. That is where all the excitement starts. All the scientific and creative joy comes. And, all the fulfillment comes.
If I am dissolving a problem, I am never submerged with work. I become immersed in work.
This dissolving of problems is a very fundamental building block for meaning-making at work. Even before one is able to see the joy in someone else’s face (customer fulfillment), one can experience it by immersing oneself in work.