The 84th Problem
Illustrates Acceptance, Systems Thinking, Coaching Boundaries
In Agile teams and organizations, it is tempting to believe that if we fix just one more problem, success will follow. Leaders search for the perfect tool, the perfect team member, the perfect backlog refinement process. But agility is not about eliminating all problems. It is about learning to work within a living system. The parable of The 84th Problem offers a lesson in shifting from control to clarity.
A man once visited a wise teacher, hoping for help.
He said, “I'm a farmer. I like farming, but sometimes the rain does not come and my crops fail. My family is kind, but sometimes we argue. My body gets tired. My neighbors are mostly good, but one is rude. I have 83 problems.”
The teacher listened quietly, then said, “I cannot help you with those.”
The man was surprised. “You're known for helping people. Are you saying there's nothing you can do?”
The teacher nodded. “Everyone has 83 problems. You solve one, another will take its place. That's how life works. There is only one real problem.”
The man leaned in. “What's that?”
The teacher replied, “The 84th problem is believing you should not have any.”
Lessons Learned
Systems Always Contain Tension
Agile environments are living systems. There will always be conflicting needs, misaligned priorities, and imperfect execution. Waiting for a perfect moment or smooth pathway delays progress. Teams who accept complexity are more likely to respond with creativity and confidence.
Perfection is a Distraction
Trying to eliminate all problems leads to overengineering, micromanagement, and burnout. Just like the farmer chasing endless fixes, leaders who chase frictionless delivery lose sight of what matters. Agility is not about avoiding discomfort. It is about working well with it.
Not All Problems Need Solving
Some tensions are better held than resolved. A team might need to balance speed and quality, autonomy and alignment, or innovation and stability. These are not problems to fix, but polarities to manage. Learning to distinguish between the two is a mark of maturity.
Coaching is Not Fixing
Agile coaches often feel pressure to provide answers. But sometimes the most powerful move is to shift the question. Instead of “How do we get rid of this?” try “What does this reveal about our system?” Coaching is about helping people see clearly, not making problems disappear.
Focus Frees Energy
When teams stop chasing every issue as a fire to extinguish, they begin to see which ones truly matter. Prioritization improves. Emotional energy returns. They stop reacting to noise and start responding to signals. Clarity replaces urgency.
Coaching Tips
- Normalize the Presence of Problems: Begin Retrospectives or team sessions by stating: “You will always have 83 problems. Let's choose the ones worth our energy.”
- Use Polarity Mapping: Introduce tools like polarity maps to help teams work with ongoing tensions rather than solve them outright.
- Reframe Leader Expectations: When leaders ask why Agile has not fixed everything, use this parable to explore the myth of problem-free organizations.
- Invite Mindful Attention: Encourage teams to slow down, reflect, and distinguish between noise and signal. What patterns keep emerging? What assumptions fuel the chase for perfection?
- Model Acceptance Without Apathy: As a coach, hold space for discomfort while staying engaged. You are not dismissing problems. You are honoring the reality of complexity.
The 84th Problem reminds us that chasing a flawless organization is like chasing the wind. Agile teams thrive not because they solve everything, but because they learn to work with what is. When we accept the presence of tension, we gain power to move forward with clarity, not frustration.
True agility is not the absence of problems. It is the presence of wisdom in how we face them.
