How to say “Refer to problems” professionally

“Refer to problems”

Say this insteadLV.1 Professional

“Before we proceed with new initiatives, it would be beneficial to review the documented challenges impacting our current project trajectory. Ensuring we have a shared understanding of these existing issues will help us avoid potential roadblocks.”

SafeUnhinged

The Anatomy

The chain of dysfunction that forced you to say this.

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The Multiverse

You said one thing. Everyone heard something different.

YOUR INTENT

These problems are already documented, and you're making me repeat myself or implying I haven't done my job.

YOUR BOSS'S READ

Ah, they're taking initiative to create a comprehensive report of *new* problems for me to delegate later.

PM'S READ

Excellent, a new backlog item has just been implicitly created. Assigning to a resource with 'bandwidth'.

HR'S READ

This employee is demonstrating proactive problem identification and a commitment to continuous improvement. Outstanding.

How to say "Refer to problems" to your boss

Level 1: Before we proceed with new initiatives, it would be beneficial to review the documented challenges impacting our current project trajectory. Ensuring we have a shared understanding of these existing issues will help us avoid potential roadblocks.

Level 2: To ensure alignment and efficient resource allocation, I recommend we first consolidate our understanding of the previously identified operational hurdles. This foundational review will enable us to approach new tasks with a comprehensive perspective.

Level 3: Per the 'Q3 Risk Register' (page 7, section B), several critical impediments were cataloged and assigned ownership during our last sprint retrospective. Perhaps a quick refresh of that documentation would provide the necessary context before we generate *further* documentation.

Level 4: Addressing the underlying issues that have been repeatedly flagged in our project health reports is a prerequisite for any new development. Until those foundational problems are resolved, any new work will inherit the same vulnerabilities.

Level 5: Read the damn report.

How to say "Refer to problems" to your client

Level 1: As detailed in our previous project updates and risk assessments, certain underlying challenges have been identified that directly impact this current phase. A review of these documented items will provide necessary context.

Level 2: To ensure we maintain full transparency and a clear path forward, I propose we revisit the established list of known issues and dependencies. This will allow us to address them systematically as we progress.

Level 3: In accordance with the 'Scope of Work' appendix B, section 3.1, specific 'contributing factors' were meticulously outlined prior to project commencement. Perhaps a re-evaluation of those documented realities would inform our next steps?

Level 4: These challenges are not newly emergent; they are a direct consequence of previously identified issues that have yet to be resolved. Our progress is contingent on addressing these foundational problems as agreed upon.

Level 5: We told you so.

How to say "Refer to problems" to your coworker

Level 1: For clarity on that specific issue, I recommend reviewing the existing documentation available in our shared knowledge base. It contains a detailed overview of the challenges we've encountered.

Level 2: To ensure we're leveraging all available resources, it would be prudent to consult the project's 'Known Issues' log first. This will provide a comprehensive background before we discuss further.

Level 3: As outlined in the 'Project Risks & Dependencies' artifact, which I believe was circulated during sprint planning, the parameters of that particular 'challenge' are quite thoroughly delineated. Perhaps a quick review would be beneficial?

Level 4: Given that these issues are already documented within our team's standard operating procedures, I expect you to familiarize yourself with that information before approaching me for resolution. My time is allocated to critical path items.

Level 5: It's in the wiki.

The Decoder's Analysis

In professional environments, the need to explicitly reference or delineate existing problems without immediately owning their resolution is crucial for maintaining effective boundaries and managing workload. This practice, often a form of professional communication, helps clarify the scope of work, prevents unintended delegation, and ensures that all stakeholders are aligned on challenges before embarking on solutions. It's a key aspect of strategic workload management and defining one's role.

When to use this

USEWhen a new task is assigned, but existing, unresolved issues directly impact its feasibility or success.

USEWhen a stakeholder proposes a solution without acknowledging foundational problems that must first be addressed.

USEWhen you need to demonstrate that a specific problem has been previously identified and documented, shifting accountability.

AVOIDWhen you are explicitly tasked with *solving* the problems, and simply "referring" to them would be seen as shirking responsibility.

Related Deflections

→ How to say “Describe creating complications” professionally → How to say “Describe minor issue” professionally → How to say “Describe problematic situation” professionally

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