Problems are signals that the machine is misfiring. The worst response is to normalize them because they are common or inconvenient to confront.
Perceiving problems requires attention and honesty. People must feel safe to point out issues without being punished for “negativity.” If problems are hidden, the machine keeps producing bad outcomes while everyone pretends to be surprised.
Not tolerating problems doesn’t mean panic. It means refusing to let issues become background noise. Capture them, assign ownership, and track them until resolved. The moment you tolerate a problem, you teach the organization that standards are negotiable.
Many organizations prefer harmony to accuracy, but accuracy protects long-term performance. Seeing problems early is an advantage, because small problems are cheaper to fix than large ones.