Dr. J. David Jackson,

A problem is an obstacle, impediment, difficulty, challenge or any situation that invites resolution. On the other hand, a solution solves a problem.

I have found through trial and error the one constant for solving problems is that there is an answer for every problem.

My next discovery when solving problems in life or an organization is that people are either the source of the problem or the source of the solution.

In other words, the approach taken to solving problems is either making the situation better or worse.

In solving problems, there is a segment of people who I will call the silent majority—Individuals with strong opinions or great ideas that aren’t shared when the opportunity is presented.

Martin Luther King Jr. stated, “Our lives begin to end the day we become silent about things that matter.”

There also are problem admirers — individuals who call meeting after meeting to discuss past, present and future problems with no real intent of resolving issues.

In politics, these individuals are called filibusterers, as they attempt to talk about an issue at length, believing the issue will die.

Unfortunately, the systemic issues in Selma can’t be talked out of existence. Effective leaders, those individuals who are willing to take a stand, have learned how to make the distinction between solving problems and problem perpetuation.

President John F. Kennedy was right when he said, “And so, my fellow Americans, ask not what your country can do for you; ask what you can do for your country.”

In solving problems, there is a tendency to look to some person or group to resolve issues when the answer is within you.

When you hear comments such as, they should or he should do this, it denotes a lack of ownership of the problem. More important, it is a perpetuation activity.

Effective problem resolution requires absolute ownership (what can I do or a recognition of how am I contributing to the problem).

A paradigm shift in solving problems occurs when problems are viewed as opportunities to grow, learn and improve.

I am convinced that Selma will experience quantum leaps in improvement when potential leaders become aware that problems are opportunities and there is a choice between directing energies into meaningful change or perpetuation of the problems.