May 6, 2013

Fixed and variable

Sometimes we’re too well trained in problem solving. We accept the problem as given, or worse – we subconsciously jump to a problem definition of our own that’s too rigid. We view certain aspects of the challenge as fixed and only limited options as variable – often reducing the variable to a single, all-important yes/no question.

That’s not the way the world works. We always have more options. It just requires taking a moment to step back and recognize them.

Listen to any good advice-based radio show. Most of the time the caller has already framed the situation so that it converges on a single decision point, with neither option being a good one. That’s why the called into the show – they’re stuck.

What does the host do? The host listens, queries, and then starts to open up possibilities. In a brief exchange, the whole situation is presented and analyzed at a high level and new possibilities emerge by reframing the problem, questioning the initial assumptions, and digging for deeper insights. Talking things through (in the interest of creative thinking, not grousing) always helps, particularly if the person you’re talking to is the type who will push you to be your best.

The next time you’re faced with a “no win” scenario, where neither option seems particularly appealing, take a moment to recognize that you’ve likely over simplified and over dramatized the situation. The choice is likely more than a simple yes/no, and the variables you’ve already accepted as fixed can likely be changed. You just need to open up the possibilities. Reframe. Question your assumptions. Dig for insights.

A good way to do that is to call on a friend or colleague. Pretend they’re the host of an advice-based radio show. Or pretend you’re the host and look at your problem from afar. What questions would you ask? What weak spots in the story would you challenge? What advice would you give?

 

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January 5, 2013

Game changing

game designThere are two types of games, finite and infinite. We’re used to playing finite games. They’re zero-sum – we play to win, and someone loses. Following the rules is paramount, that’s what keeps the game fair. Of course, not everyone likes to play fair. Some corrupt the game one way or another in order to gain an advantage and win.

Infinite games, on the other hand, have different rules. And they’re malleable. The point of the infinite game is to see how long you can play. To see how far you can take things. To find limits and then figure out how to move beyond them. These are the games we played as kids. The games that were fun and experimental. Where we learned about things and spent a lot of energy on creating new things. We found boundaries, tested them, redefined them, and constantly changed our perspective. Just for the fun of it. To be in flow, and to experiment with new ideas.

What if you’re playing a zero-sum game with someone, but you start playing by infinite game rules? What if you stop worrying so much about who wins and loses, and figure out how to find and push the boundaries of the game. To take it to new levels.

That might be worth trying. And it may make things more fun.

Photo credit: vancouverfilmschool

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November 10, 2012

Critical thinking

Looking for flaws, finding weaknesses, and identifying obstacles helps. This sort of critical analysis is crucial to successful design and implementation of an initiative. But it may not be the best place to start.

In the early stages, an open stance is more productive. Identifying opportunities, suspending disbelief, and building on seemingly crazy ideas gets the brainstorming going in a creative direction. This can lead to connections and derivative ideas that you’d never find on the deductive path.

Instead of using the critic’s “yes, but…” mindset, try the improvisor’s “yes, and…” mindset. Rather than breaking something down to the point where it doesn’t work (to find flaws), build it up to where new possibilities emerge. You’ll still filter it down and analyze it later, but now you’ll have more raw material to work with.

Photo credit: andy mangold

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November 8, 2012

Matching the level of your opponent

When you play tennis against someone who’s really, really good, it’s hard. But it also causes you to play better. You really bring your “A” game to the match. You focus your attention more sharply. You move a little more quickly. Your determination ramps up a notch. You stretch yourself.

If you keep playing opponents like this, you will definitely get better.

On the other hand, when you play against someone who’s easy to beat, you relax a bit more. Your don’t have to focus so sharply, so your mind wanders a bit. You don’t have to move as quickly or work as hard. So, you don’t stretch yourself at all. In fact, you retract a little.

If you keep playing opponents like this, you’ll get soft.

Select your opponents wisely – the stronger ones will keep you on your toes, and help you to improve. You’ll get more out of working on the tough project, working with the really smart/motivated/energetic teammate, and servicing the really difficult and demanding client.

Photo credit: o0bsessed

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November 3, 2012

Thinking it through

Multiple modes make for better thought processing. Sitting around thinking about a problem, idea, or initiative is useful. But don’t stop there, and don’t do it all at once.

Sit and think for a bit, but then take a break.

At the next intveral, switch modes. Write down some notes. Write down some prose. Draw out a diagram.

Then, take a break and go do something else.

At the next interval, find someone to talk to. Discuss, debate, dissect. Talk to someone who knows a lot about the topic. Talk to someone who knows very little about it. Both will be helpful.

Then, take a break.

At the next interval, you could do a little research. Listen to what others say about the topic on podcasts or video streams. Read what others have written in books and blog posts.

Take a break and go do something else.

Your subconscious will continue to work on things when you’re on “break” (that’s precisely when it does its thing). Insights will emerge over time. Things will be clearer. And you’ll be more comfortable with the ideas now that you’ve worked through them from multiple angles.

Photo credit: tanjila

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October 20, 2012

Strategic choices

Quality matters, now and in the long run. Achieving it requires selective attention – to what you elect to do next, and how deeply you focus on it.

Trying to do too many things at once diffuses focus. Things get blurry and confusing. Work gets sloppy and rushed. Better to take on less and do more with it.

Because once you decide what really matters, you can really commit to addressing it. You can ignore many other things that don’t matter (right now). You can go deep, and deliver something substantial and enduring.

You already know this. And you know what to do. But you still have to decide to do it.

Make the strategic choice and get on with it.

Photo credit: Editor B

 

 

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August 2, 2012

Stating the obvious

There’s often a lot of energy at the beginning of a project. Discussions are frequent and intense, with everyone from senior management to front-line staff engaged. The project is talked about ad nauseum, it seems. Momentum builds. Everyone is anxious to get started. Everyone is sick of talking and ready for action.

It’s very tempting to get things underway and start making progress at this point. The objectives are clear, resources have been allocated, and everyone’s attention is focused.

Adding one more step to the process, however, can make a huge difference in the outcome – memorialize everyone’s understanding of the project before you begin.

Write down what you understand the objectives to be, the resources that are being allocated, and the project timeline. Identify risks that threaten this plan, and state the factors that will be critical to a successful project. Create a short narrative about the key strategies of the approach. Show this document to everyone.

With all of this fresh on everyone’s mind, evaluating this document should prove to be quick and easy – though don’t be surprised to find that you’re clarifying significant misunderstandings as you move through this final review. (It’s amazing how different people in the same meetings can hear and interpret things differently.)

Now you have a solid basis for proceeding. And you’ve documented all the key elements for reference in the future – which is only a short time away. Once everyone’s attention is diverted to planning the next big thing, the details and nuances of the discussions of your project are quickly forgotten. And once you’re in project execution mode, having the document you just created–which has captured everyone’s input and has everyone’s explicit or implicit approval–will be very helpful as you run into issues and need to adjust your plans. Helping everyone remember the who, what, where, why, and how this whole thing got started can really help you to re-engage everyone when things go off track and decisions need to be made.

Photo credit: Aunt Owwee

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July 26, 2012

Getting it right

Working to do things quickly, efficiently, and via the standard protocol helps to ensure that you run a profitable operation. Checklists help make sure things aren’t missed, and guidelines help make sure that things are done in a certain timeframe. Polishing it off with good communication and politeness helps with customer service, or at least to minimize complaints.

But another way works too, perhaps even better. A focus on getting it right. Speaking the truth to the customer about the product, service, or product – ensuring that you understand not just what they’re asking for, but what they really want. And then using your expertise and experience to help them get it. Taking ownership of the matter as if it were your own and collaborating on a solution together, leaving open the possibility that it may be difficult or impossible to achieve the desired result with the products and services you have to offer.

A focus on getting it right may be inefficient. It may slow things down. And it’s certainly hard to standardize or build a checklist around – it requires active listening and creative thinking. But you’ll likely end up with some pretty happy and loyal customers.

Photo credit: Jordanhill School

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May 23, 2012

Knowing where you want to go

Setting goals and objectives are one of the first things we do when embarking on a new mission, whether it be a small task or major initiative. Knowing what you want to accomplish in the end helps you to start in the right direction and then navigate a variety of obstacles and leverage opportunities as they emerge.

So, why don’t we do this with more things? Even mundane endeavors. Say, with elevator rides.

Riding the Elevator

Groups of dissociated riders gather on elevators based on first availability. If more than one opens at the same time, you make a quick assessment and guess which may get you to your destination more quickly. You may have even “raced” a colleague in order to see who had the best elevator instincts.

Rarely you’ll get an express ride to the proper floor. More likely, you’ll stop along the way, maybe at wrong floors due to mistakenly pressed buttons, maybe due to where other passengers are going, maybe due to people calling for the elevator at some of the floors you pass.

It’s all quite inefficient and random. But it doesn’t need to be.

Rethink

What if the elevators knew who was going to which floor before anyone got on board? What if the riders were assigned to the appropriate elevator according to destination? Could that not make for a more efficient system? Less wait time. Less riding time. Lower energy use. Less wear and tear on the equipment.

Well, that’s just what’s emerging in new elevator systems being developed by some innovative companies. Read more about that here: Smart Elevators Bring You There Faster & More Efficiently.

Set your destination

Sometimes we need to rethink the obvious, and these new elevator systems provide a good example. And, as always, knowing where you want to go is crucial to getting there most efficiently.

Photo credit: Mai Le

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May 11, 2012

Adaptability

The best laid plans of mice and men often go awry.

When we embark on a new mission, we make plans that account for a variety of contingencies, alternative scenarios, competing interests and more. We anticipate as much as possible, we pre-determine strategies for response, and we make decisions up-front so as to ensure a positive outcome. We try to stack the odds in our favor as much as possible.

But things change. The unexpected happens. Variables change in a different way than we expected. New variables emerge.

The more things change, the more success depends on our ability to learn and adapt. Insight and resourcefulness overcome big and small challenges. And sometimes guts and determination beat out carefully considered strategies to get us to the finish line. The ability to adapt to changing circumstances, to see old things anew, and to consider and execute novel approaches marks the difference between success and failure.

Photo credit: libraryman

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