The Problem with the Silver Bullet
What is a silver bullet? According to Google, it is “a simple and seemingly magical solution to a complicated problem.”
The problem is that when the problem is complicated, as the definition states, it is likely to have a multitude of variables that behave in many different ways and at times, unpredictably. If you think of all of these moving parts as a moving target, the bullet isn’t really the solution, but rather a tool, and it is the shooter who becomes most important. What this suggests is that we need to stop looking for magical solutions and instead focus on developing and motivating skilled, talented, and creative professionals to solve some of our most difficult problems.
Nevertheless, we look for silver bullets. We are intrigued by and hopeful that we will be able to find a one-size-fits-all solution that can address an entire organization or industry’s woes. We hope that somewhere out there, there is a recipe and/or a state-of-the-art tool that solves a complicated problem for us so easily that even a caveman can do it. We want to believe that we could just write a big check and purchase the proverbial silver bullet. This isn’t a bad dream…for the maker of the silver bullet, this stands to be a profitable product, and for the buyer, it’s a guaranteed way to become a hero. It seems that everyone wins.
The problem, as I stated before, is that it just isn’t that simple. Complicated problems are like moving targets. At best, there are several regular bullets (i.e. tools, recipes, etc.) and the shooter or the professional is the most important part of the solution. If the silver bullet were real, we would not need professionals in our organizations. The mere talk of a silver bullet undermines our skilled, talented, and creative professionals as it reduces them to robots blindly following an algorithm. This attitude and resulting culture will have a significant negative impact on motivation, at all levels of your organizations. Furthermore, it destroys innovation and ingenuity because the responsibility of solving problems is left to those who can purchase the silver bullets, so what is the use of hypothesizing, testing, and building new solutions.
Jack Welch, the former CEO of General Electric (GE), believed everyone all the way down to the assembly line was responsible for solving problems at GE. In fact, he believed the people on the assembly line were better positioned to solve problems than the people who managed them. He would often walk the assembly lines asking people directly what they thought could be done better. As simple as it may seem, asking the question, “what do you think?” cultivated a strong culture of innovation by drawing solutions from all people in the organization. This question also motivated his people by empowering them to contribute to the greater mission of GE. People who understand how and feel that their work contributes to the overall company are more engaged, satisfied, and loyal. The result for Jack Welch was one of the largest, most successful, and innovative companies of all time, whose stock value rose 4,000% during his 20 year tenure. Jack Welch did not believe in silver bullets, he believed in people.
Empower your people to solve problems for your organization instead of shopping around for a silver bullet. Your people will be the ones to best positioned to decide what the best tools are for solving complicated problems and how and when to apply them. Create a culture of innovation where everyone is a part of the solution.