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Author: Rachele de Felice

Bringing up problems at work (without making things worse)

Updated Tuesday, 3 June 2025

Talking about problems at work can feel risky but it doesn’t have to be. This article explores how to raise issues constructively, using a simple framework that focuses on clarity, solutions and professionalism.

Nobody likes to be the one to point out problems at work, but sometimes it does fall to us. How can we do it in a constructive way that gets the core message across and doesn’t affect our professional self-image? And what exactly counts as a problem, anyway? 

What makes something a problem?

De Felice and Garretson (2021) define a workplace problem as ‘a state of affairs that affects one or more people negatively, and which requires some type of action’. In other words, it is something that can plausibly be solved, as opposed to a general complaint about a state of affairs. For example: 

For example:

  • ‘This rain is so annoying!’ = a complaint, as there is no reasonable solution 

  • ‘This rain is so annoying, we were going to hold the new starters’ reception outside!’ = a problem, as a solution can be found regarding the hosting of the reception 

A model for talking about problems: W-H-H-W

After analysing thousands of real workplace emails, De Felice and Garretson found that effective problem-focused messages often follow a predictable pattern. You can think of it as the W-H-H-W structure:

  1. What is the problem

  2. How urgent it is

  3. How it can be fixed

  4. What/Who is responsible for fixing it

This structure helps the message stay focused, constructive and forward-looking.

Try it: spot the structure in this real-life example

Here’s a genuine workplace email sent by Philippe Reines, then Director of Communications for Hillary Clinton when she was US Secretary of State. In this message to Clinton, Reines is flagging a media issue.

Each line fits into one part of the W-H-H-W model. Try clicking on the reveal after each line to reveal which part it represents:

From: P.Reines
To: H.Clinton
Subject: NYT

Madame Secretary -

You might already know about this, but Helene Cooper and Mark Landler are working on a story about how POTUS was more forward leaning on Egypt than you/State.

Click to reveal

What – description of problem


Jake and I have gone at both Helene and Mark as a group and individually several times over the last several hours, 

Click to reveal

What or Who – identification of the problem solvers


but I’m afraid we haven’t been able to knock them off their thesis. 

Click to reveal

How – explanation of desired solution


At the moment it’s slated to run on Sunday. 

Click to reveal

How – mention of urgency


We are in very close contact about knocking it down before it runs, and how to handle after it does. 

Click to reveal

How and Who – restating problem solvers and desired solution


Philippe 

Why this works

Notice how Reines’ message efficiently conveys the key aspects of the problem, despite never using obvious words like problem or issue or bad news. This is quite common among colleagues who have a shared knowledge of their professional context, as it is assumed that the recipient of the message will be able to correctly infer that something is a negative occurrence. Reines then clearly identifies himself (and Jake) as the one who will attempt to solve the problem, despite not having caused it, and explains what they are doing to address it. His message is constructive rather than just downcast, because it already includes a progress update on a solution. By doing so, he turns the unwelcome task of bringing bad news to his boss into an opportunity to highlight his professional qualities and initiative, potentially enhancing his standing at work.  

Key takeaways: how to talk about problems at work 

Problem-solving and discussing problems are an inevitable part of our work, so it makes sense to have effective strategies to do so. We’ve seen here that a good way to present a problem in an email is to include: 

  • What is the problem 

  • How urgent it is 

  • How can it be fixed 

  • What or who is going to fix it   

Putting it into practice 

Next time it’s your job to deliver some bad news, remember the W-H-H-W model. If your message focuses on the key information, and you suggest some possible fixes, it’s much more likely to receive a positive welcome! 

Short courses on communication and languages

Laptop with hands typing on itTo learn more effective communication strategies for work, take a look at our new short course, Effective communication strategies and skills for work. 

You may also like to explore our range of Short Courses on Languages at The Open University

 

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