Sometimes the problem is an opportunity

This post was inspired by my recent note on initiative in telegram channel, but the idea goes far beyond IT. I’ll keep it focused on software development though — specifically on how testers perceive problems depending on their experience level.

I call it the problem visibility cycle.

Stage 1: No problems exist

At first, there are seemingly no problems at all. No matter how hard you try, you just don’t see them — because you don’t have the experience to recognize them yet.

This is the most common entry point for junior testers: nothing to compare against, so everything seems fine.

Stage 2: We see problems, but we adapt

Then comes the stage where you start noticing issues — but instead of addressing them, you adapt.

I like to use a t-shirt metaphor here: you’ve stuck your head through the sleeve, and you just keep walking around like that.

This is by far the most widespread stage. You can recognize it by the phrases people say:

“If it works, don’t touch it” — why risk breaking something that’s barely holding together?
“That’s just how it’s always been done” — nobody remembers why, but everyone follows it. Honestly, this one is worth a separate discussion — sometimes historical decisions make sense, sometimes they really don’t.
“I don’t know, that was built by someone else” — the knowledge left with the person. Classic blame-the-predecessor move 👻

Stage 3: Problems everywhere

The final stage is when you see problems in everything: people, processes, tools. Something like “burn it all down and start over.”

What to actually do with this

I’m not going to break down solutions today — this is more of a reflection exercise.

What I want to talk about is how you look at problems and what you can extract or get from each situation.

The first reaction when you spot a problem is usually: “God, this is exhausting.” Kahneman would call this a System 1 response — fast, emotional, automatic. But I think almost every situation has something in it you can use.

Let me come back to the initiative angle. I often hear:

“I raised my hand, and now the problem is mine to fix.”

My honest counter-question: did you expect to flag the issue and have someone else solve it? How exactly was that supposed to work?

Here’s how you can look at the same situation differently:

New tasks are coming — time to renegotiate priorities and workload
Implementing this change makes a case for a salary bump
This is real experience worth putting on a resume
It might be the start of a new phase in your career
Once this is done, things actually get better — finally
You now have influence over how the team works
People will notice
There’s a conference talk hiding in this story
This would make a solid YouTube video
Solving this kind of problem is exactly what future employers look for

The list goes on.

My honest take

Problems are often opportunities in disguise — for a new role, new responsibilities, or more money.

Next time you’re about to give up on something, stop for a second and ask yourself: what can I actually get out of this situation?

And if you think I’m wrong somewhere — hit me in the linkedin