"Don't bring me problems, bring solutions," managers often tell their staff. Thus they try not only to reduce the number of unnecessary complaints but, above all, to give subordinates more power and responsibility to be able to change ineffective work processes.
However, the problem may be that some problems are too complex for an individual or team to come up with the right solution. They may require cooperation of a wider team of experts with a wider range of opinions.
Another common problem is that often only the most assertive members of teams approach their managers with solutions. Then they enforce their solutions without considering more options and the opinions of others.
Subordinates may also be afraid to point out a problem because they are not entirely sure of the solution. So they wait silently until the problem becomes a crisis that can't be overlooked any more. They usually have ideas about possible solutions but don't want to bother or annoy their bosses.
The teams whose members share only good news with their manager generally have the same problem as the teams whose members don't talk with their manager at all. The result is problems without solutions.
The question is what managers can do better than encouraging staff to point out problems and at the same time propose solutions.
