An airbrushed problem is not an easier problem to solve. In many ways, it’s actually much more difficult because the nature and extent of the problem itself is encoded in euphemisms, which usually means that the potential impact is also encrypted. I call these deflections and understatements “icing the cactus”. Generally, they involve playing up the momentary nature of what has happened (“unseasonal”, “untimely”), playing down the likely effects (with words like “blimp” and “unfortunate”) and playing off one action or group against another (“there’s no doubt it would have worked if …”) Personally, I’ve always held with the Stockdale paradox: that organisations need to present issues frankly and without blinking, at the same time as they must utterly believe in their ability to be resolved. You can’t fully solve what you don’t fully know, and therefore what you are prepared to fully admit to. Actually, problem solving itself is a misnomer – because the problem itself is seldom the problem. The real problems are usually the attitudes, mindsets, blindsides, denials, assumptions and stupidities that …