You make two big assumptions - 1) The problem is really a problem, it is not invented by the consultant, it is well defined, deserves "solving", 2) the person o

You make two big assumptions - 1) The problem is really a problem, it is not invented by the consultant, it is well defined, deserves "solving", 2) the person or team is the one who is responsible for doing something about it. 3) "Solving" is justified by overall cost-benefit view. The "pushing around" could be about letting the right person/team handle it. "Preserving" could be due to lack of business justification to "solve" it. Promoting new problem could be due to poor understanding of the problem and solution, usually due to consultants pushing for it.