If you're saying 'Bring a suggested solution but don't try to implement it without buy-in', that's a slightly different process.
The issue of who notices/fixes/prioritises/analyses tactical and strategic problems, and who assigns resources for the fixes, can make or break companies.
It's not a simple problem. I suspect a lot of popular solutions are probably sub-optimal.
I mean, "hire someone who knows how to fix this" is obvious enough that it needn't be stated, nor defended behind this "bring an idea for a solution, don't just bring a problem" talk.
Which frankly sounds like something a motivational poster writer should be saying, not someone concerned with running a business. Platitudes are rarely the solution to a meaningful problem, in my experience.
If you are QA engineer, you will point out issues with the tool but making reasonable and appropriate solution is developer's job. Is n't it?
You can point out the problems with your car but you cannot fix them and may be mechanic/engineer can offer solutions.
So I disagree that people should not point out issues if they do not know solutions.
CEO's need not have to solve all on their own and they can route them to appropriate experts for solutions. If that is not possible to solve immediately, offer a time line. If CEO still think, that is not problem/issue at all, let him offer convincing reason. So we have multiple options here rather than suppressing discussion.
Many managers use this type of logic to suppress debate,dissent,discussion ...etc and gradually people shut their mouths even if problem is right in front of their eyes. I think this is avoidable.