200 Chapter 8 Coach as Problem Solver can get to a meaty conversation that allows problems to come out. In this case, keep following the scent of the problem you detected until they get into a real conversation about that one or until the conversation leads them to another, more pressing problem. add a revealer Sometimes you see a problem and, upon reflection, you think you have dis- cer ned the breadth and depth of it but are not sure. In this case, it can be helpful to add something to the team's process that will allow the problem to reveal itself to the team (and you). That "something" is anything that coaxes a prob- lem forth, simply and with low effort from the team. For example, if I notice that the team seems to be losing a lot of work time to "outside things" such as laptops failing or impromptu all-hands meetings, I might suggest that we start a pain snake (Schlabach 2008). Any time their work gets inter rupted by some- thing that has nothing to do with the work itself, they wr ite the inter ruption on a scrap of paper and post it on the pain snake wall. Pretty soon, a trail of scrap papers winds all over the wall, resembling a snake. Almost effortlessly, the