People working in the technology field, especially in programming, often define their identity around problem-solving. Without delving into debates about whether this ability is innate or acquired, it’s clear that the tendency to identify challenges and find optimal solutions is not something that can be turned on and off at will. What may initially seem like a valuable talent—capable of driving professional careers and making essential contributions to collective progress—can also manifest in less functional behaviors. Without attempting to play the role of psychologist in search of deep-rooted causes or falling into a tedious philosophical disquisition, I want to share some observations based on both external and personal experiences. Let’s reflect on how these tendencies impact both individual well-being and group dynamics.
The Hoarder
On one hand, we have the problem-solving addict, who constantly seeks the thrill of the process and the satisfaction of the final result. This type of person tends to feel restless when there isn’t a challenge in sight and dives into solving problems with the intensity of a predator on the hunt. They often develop a tolerance that makes them increasingly selective, ignoring problems that don’t provide enough stimulation. Additionally, they may become careless, focusing their attention on the process rather than the details of the outcome.
- Obsessing over the process can lead the hoarder to overlook crucial aspects of the final outcome. Their focus on continuous problem-solving may result in work that, while technically advanced, lacks precision or a refined finish.
- This type of person’s attitude can impact their work relationships. By being so focused on challenges and the process, they may neglect collaboration and communication with the team, potentially causing friction or misunderstandings.
On the other hand, we have the person who possesses a remarkable ability to solve a wide variety of problems quickly and flawlessly. Unlike the problem-solving addict, this person does not actively seek out challenges but tends to be assigned the most difficult and impactful tasks due to their reputation. They are like a Swiss army knife for teams and a highly valuable asset for organizations. However, while they may seem to boost productivity in the short term, their presence can potentially undermine the foundation of the group in the long run.
- The constant assignment of the most complex problems to this person can create a dependency that discourages other team members from taking on similar challenges. This can limit skill development and overall team autonomy.
- Although it may seem that this person boosts productivity, the ongoing burden of the most difficult tasks can lead to burnout. The lack of rest and constant pressure can affect their long-term well-being and overall performance.
In two distinct ways, hoarders absorb the most crucial work, inadvertently eliminating growth opportunities for other team members. This dynamic creates fragility and leads to imbalanced teams, where the temporary or permanent absence of one of these individuals can significantly impact the speed and quality of work. While it may be tempting for organizations to rely on these star figures, it is essential to maintain balance by ensuring they also spend time collaborating and mentoring the rest of the team. Additionally, managers need to be able to identify problem-solving addicts and guide their motivation to achieve the best possible results.
The Previsor
The ability to anticipate problems is undoubtedly valuable, but it can lead to well-known and undesirable situations such as analysis paralysis or overengineering. The previsor, like Marvel’s Doctor Strange, strives to analyze all possible outcomes of a decision. However, since the human mind has limitations in processing large amounts of data and is susceptible to biases, this skill can result in dysfunctional profiles, such as the doomsayer.
A bias that, from an evolutionary perspective, may seem valuable is the tendency to give greater weight to possible negative outcomes. This bias can lead the previsor to attempt to solve highly unlikely, even nearly impossible, problems or to get lost in a sort of “worried milkmaid’s tale,” where instead of dreaming about what could go right in the future, they focus on everything that could go wrong. This can result in excessive attention to potential disasters, similar to losing the milk jug by not paying attention to what is immediately in front of them.
In conclusion, it is essential to use appropriate techniques to channel the abilities of forecasters. This includes applying data-driven approaches to objectively assess risks and developing strategies that allow for adaptation to changing conditions. In this way, it is possible to balance problem anticipation with practical and effective decision-making.
- The tendency to focus on negative outcomes can lead to decision-making paralysis, where the prevention of unlikely risks is prioritized over addressing more immediate and realistic problems.
- To counteract the negative effects of analysis paralysis, it is helpful for forecasters to develop complementary skills such as rapid decision-making and risk management. This will allow them to use their anticipatory abilities more effectively without getting caught in an endless cycle of analysis.
The Perfectionist
While the previsor may seem unable to start a project due to an extended analysis phase, the perfectionist appears unable to finish it. Both can contribute to overengineering, creating solutions that go beyond “good enough” by trying to optimize every detail of the project. If not managed, the perfectionist can paralyze projects, missing out on both business opportunities and feedback for improving the product.
It can also ruin the result, much like in Mary Shelley’s Frankenstein. In the novel, the obsession with collecting body parts that might seem perfect or functional individually results in a creature that, as a whole, is perceived as grotesque and inhuman. Similarly, in a project, we may end up with a collection of pieces that, while perfect on their own, fail to come together into a viable product.
Attention to detail is fundamental, but it is essential to maintain balance. No matter how good the work is, if it arrives late, it doesn’t matter.
- It is important to find a balance between perfection and the ability to deliver results.
- Implementing time limits and clear deadlines for project phases can help perfectionists focus their efforts on achieving high standards without falling into the trap of endless perfection. Sometimes, it is more valuable to assess how each component contributes to the whole rather than just perfecting each element individually.
- Regular reviews and setting milestones can help keep the project on track and ensure that attention to detail does not delay the final delivery.
The Overcompliant
One of the most interesting behaviors is that of the individual who seeks social and/or professional recognition, creating an appearance that blends characteristics of the previously mentioned profiles but without actually possessing the ability to execute any of them. The overcompliant person creates an illusion of efficiency through visible effort, much like a magician hiding their tricks. They prefer to be seen as capable of achieving the best results, thus becoming a hoarder while pretending to be a previsor and perfectionist.
Although the introduction may seem negative, I have a deep respect for individuals with this personality and am convinced that, if channeled properly, they can bring many benefits. They are people who strive and work hard, taking on significant responsibilities with humility.
Often, overcompliant individuals are the result of an environment that does not allow them to grow, surrounded by people who benefit from their effort while denying them opportunities for development.
- Individuals with this personality, when provided with the right support and direction, can develop valuable skills and become key members of the team.
- Offering development opportunities and recognition can help prevent their efforts from being exploited without reward.
I have extracted these four labels from my reflection, and they may seem like stereotypes or caricatures of traits that we all share to varying degrees. It’s possible that over time, we all exhibit tendencies toward these behaviors without it being of great significance. However, the final conclusion I would like to emphasize is the importance of having a long-term strategic vision, both at an individual and organizational level, understanding the significance of balance in distributing work and opportunities.
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