Welcome to Option Solving (for dealing with your Decision Dilemmas) -also see latest examples below;and many more.

 

See below, “What is my organization’s best option for enhancing performance to the next level?”  At our next blog in two weeks, we will deal with: “Peeling the Onion -What is my organization’s best option for enhancing performance to the next level?”  Also, go to http://www.youtube.com and type in Option Solving and go for the 1 min 48 sec version: this will refer you to OSOLing (Option Solving On-line: a virtual way to deal with your Dilemmas)READ ABOUT THE INTERESTING, WIDE-RANGING APPLICATIONS BELOW: including the latest blog. Go to SUBSCRIBE email-to your left, if you want regular notification of blog updates.

Read the book, Smart Decisions: Goodbye Problems, Hello Options. And visit the author’s main website at www.ileadershipsolutions.com

Peter Arthur-Smith, Originator of Option Solving

Peter Arthur-Smith, Originator of Option Solving

Daniel H. Pink, author of business best seller “A Whole New Mind”, with new book “Drive” says, “Peter Arthur-Smith has produced a savvy and practical book that will change how you approach the challenges in your business. By showing you the limits of ‘problem-solving’ and the power of whole-minded thinking. SMART DECISIONS will expand your strategies and widen your possibilities.”

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What is my organization’s best option for enhancing performance to another level: using Option Solving?

Very recently your writer was watching a CEO contemplate how he could take his organization’s performance to another level. He had just recently been briefed on the possibilities of option solving, so saw the chance of flushing out a fresh option for mobilizing his organization to a new performance level. Hence he set to work.

And so his initial rational question turned out to be as follows: “What is our optimum requirement to increase our organization performance; considering 1) varying ages of staff, 2) cost of changes, 3) our marketplace, and 4) gaining the buy-in of our workforce?”  He thought through a range of considerations, but agreed upon this four so as not to make his task any more complex.

Now he set-about producing two “bookends,” which would operate as his yin and yang extreme possibilities. Such bookends would then help focus his intuitive mind on thinking about his company’s most realistic set of options to take his company to another level. These bookends are vital to prevent his fertile intuitive mind from wandering and losing focus.

Particular bookends that emerged were: “Make no changes” and “Completely change every process,” both of which he felt were his company’s least likely options – see our Latest Worked Example. These would now prompt a fresh range of options.

He was therefore challenged to think about at least five realistic options, to stretch his thoughts about alternatives as much as possible. It subsequently bubbled-up into six realistic possibilities. It’s perfectly okay to produce more than 5 or 6 and six is what he produced. You can view his six in our Latest Example of which one was: “Option D – Develop our leadership teams at every level.”

With his “pictogram” now available, with its range of six options, he was in a position to pursue emotional distancing. Emotional distancing would allow this CEO to draw upon his intuitive mind to sub-consciously review his new range of options. At this point, he was also made aware of a “Peeling the Onion” possibility, so he could ferret out the best way forward. What choice would you have made as a “Peeling the Onion” possibility?

He was encouraged at this point to return to his company’s leadership team and tap into its collective wisdom, to determine his company’s the best option. We will see in a couple weeks their choice and how they will use “Peeling the Onion” to determine the best approach to their chosen option.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting will be in two week’s time: “Peeling the Onion: What is my organization’s best option for enhancing performance to another level?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

What is our optimum requirement before pursuing expansion: using Option Solving?

Sitting with a group of CEOs, the topic of readiness for expansion came up with your writer as he was introducing them to option solving; which now became the perfect decision tool to deal with this important subject. So without much further ado, we used it as a means for further educating them in the technique.

Their initial rational question fairly promptly came out as follows: “What is our optimum requirement prior to pursuing expansion; considering 1) our marketplace is growing, 2) our products/services are being well received, 3) it puts a strain on all our current resources, and 4) we need to clarify our people have the appetite for it?” They looked at a range of considerations, but they agreed upon these four so as not to make their task any more complex.

They were then ready to produce two “bookends,” which would again function as their yin and yang extreme possibilities. Such bookends would then focus their intuitive minds on thinking about their company’s most realistic set of sub-options. These bookends are vital to prevent their fertile intuitive minds from wandering in all sorts of directions and losing focus.

Bookends that were selected came out as: “Just let it happen” and “Bring in a Strong Financial Partner,” both of which the group felt were their company’s least likely options – see our Latest Worked Example.

Now they were challenged to think about at least five realistic options, to stretch their likely alternatives as much as possible, which ultimately turned into six realistic possibilities. It is perfectly okay to produce more than 5 or 6 and six is what they did. You can view this six in our Latest Example of which one was: “Option F – Have a strong strategic understanding of our marketplace.”

Once their new “pictogram” was available, with its range of six options, they were now exposed to a stint of emotional distancing. Emotional distancing would allow these CEOs’ intuitive minds to sub-consciously review their span of options. After a break participants reconvened and quickly arrived at a couple of conclusions, which could then be distilled to one after some group deliberation. What choice would you have made?

With their joint conclusions, they were now encouraged to return to their own leadership teams and introduce them to the exercise, as a means of getting their buy-in and educating them on the Option Solving technique. By doing so, they would enable their people to have an alternative, and potentially more powerful, means of making key leadership and business decisions. Once they made their choice from their ‘pictogram,’ they should immediately draft an action initiative, while all the issues are fresh in their minds.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting will be in two week’s time: “What is my organization’s best option for enhancing performance?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

What is our optimum requirement before pursuing expansion: using Option Solving?

Sitting with a group of CEOs, the topic of readiness for expansion came up with your writer as he was introducing them to option solving; which now became the perfect decision tool to deal with this important subject. So without much further ado, we used it as a means for further educating them in the technique.

Their initial rational question fairly promptly came out as follows: “What is our optimum requirement prior to pursuing expansion; considering 1) our marketplace is growing, 2) our products/services are being well received, 3) it puts a strain on all our current resources, and 4) we need to clarify our people have the appetite for it?” They looked at a range of considerations, but they agreed upon these four so as not to make their task any more complex.

They were then ready to produce two “bookends,” which would again function as their yin and yang extreme possibilities. Such bookends would then focus their intuitive minds on thinking about their company’s most realistic set of sub-options. These bookends are vital to prevent their fertile intuitive minds from wandering in all sorts of directions and losing focus.

Bookends that were selected came out as: “Just let it happen” and “Bring in a Strong Financial Partner,” both of which the group felt were their company’s least likely options – see our Latest Worked Example.

Now they were challenged to think about at least five realistic options, to stretch their likely alternatives as much as possible, which ultimately turned into six realistic possibilities. It is perfectly okay to produce more than 5 or 6 and six is what they did. You can view this six in our Latest Example of which one was: “Option F – Have a strong strategic understanding of our marketplace.”

Once their new “pictogram” was available, with its range of six options, they were now exposed to a stint of emotional distancing. Emotional distancing would allow these CEOs’ intuitive minds to sub-consciously review their span of options. After a break participants reconvened and quickly arrived at a couple of conclusions, which could then be distilled to one after some group deliberation. What choice would you have made?

With their joint conclusions, they were now encouraged to return to their own leadership teams and introduce them to the exercise, as a means of getting their buy-in and educating them on the Option Solving technique. By doing so, they would enable their people to have an alternative, and potentially more powerful, means of making key leadership and business decisions. Once they made their choice from their ‘pictogram,’ they should immediately draft an action initiative, while all the issues are fresh in their minds.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting will be in two week’s time: “What is my organization’s best option for enhancing performance?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

Peeling the Onion – What lies behind the most valuable option our organization could pursue today to increase its people performance effectiveness: using Option Solving?

Our most recent posting focused on the above question and then the executive group agreed to pursue Option B – ‘To hire more people and build strong teams.’   However they felt Peeling the Onion would be appropriate way to gain more insight into the precise nature of doing that. Being now fully conversant with option solving, they could proceed to use the technique to uncover this sub-set of likely options.

The rational question they chose for this subsequent exercise came through as: “What would be our best alternative today to hire more people and build strong teams with earlier Option B; considering 1) hiring budgets, 2) current hiring approach, 3) mix-and-match for optimal teams, and 4) effective communication to hold teams together?” Again they reviewed a range of considerations, but they agreed to go with these four listed so as not to make their task more complex.

The participants were then ready to produce two more “bookends,” which would again function as their yin and yang extreme possibilities. Those bookends would then focus their intuitive minds on creating the company’s most appropriate set of sub-options. These bookends are vital to prevent their fertile intuitive minds from wandering in all sorts of directions and losing focus.

Bookends that were selected came out as: “Use outside contractor” and “Adopt computerized system for hiring and team building,” both of which the group felt were its company’s least likely options – see our Latest Worked Example.

Again, they had to produce at least five realistic options to stretch their likely alternatives as much as possible. It is perfectly okay to produce more and that is what they did, although, in this case, they left the sixth possibility open in case they came up with another sub-option overnight.  These five can be viewed in our Latest Example of which one was: “Option D – Learn more about team building and then apply.”

Once this new “pictogram” was available, with its range of five-six options, their leader requested that they engage in a further stint of emotional distancing. Emotional distancing would allow the members’ intuitive minds to sub-consciously review their span of options. Members chose to meet the following morning with a possible additional option and then make their choice.  What choice would you have made?

We can assure you that this was done and so they had another tier of their strategy for getting their people component to perform better. Again, they could decide to pursue a further tier of peeling the onion or go ahead and devise an appropriate action initiative,

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting will be in two week’s time: “What is our optimum requirement before pursuing expansion?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

What would be the most valuable approach our organization could take today to increase its people performance effectiveness: using Option Solving?

A group of executives were contemplating how they could best improve people performance within their organization.  Since they had just become acquainted with the option solving technique, they decided to make full use of it.

Their first step was to create a sharp rational question, which would really stimulate their thoughts on the topic. This question turned out to be: “What would be the most valuable approach our organization could take today to increase its people performance effectiveness; considering 1) money/compensation, 2) leadership team, 3) core values, and 4) personal life constraints?” Other considerations were discussed, but they preferred to go with the four listed so that their decision didn’t become overly complicated.

The group then set about producing two “bookends,” which would function as its yin and yang extreme possibilities. Those bookends would then focus the participants’ intuitive minds on creating their company’s most realistic set of options. Such bookends are vital to prevent their fertile intuitive minds from wandering over all sorts of possibilities and setting more extreme limits.

Bookends that were selected turned out to be: “Micro-manage” and “Hands-off, no support,” both of which the group felt were their company’s least likely options – see our Latest Worked Example.

Now they had the challenge to produce at least five realistic options to stretch their likely alternatives to the greatest degree. It is perfectly okay to produce more and that is what they did – six in fact.  You can view these executives’ possibilities from our Latest Example and one of those proposed was: “Option B – Hire more people and build strong teams.”

Once the group’s “pictogram” was in place, with its range of six options, its leader requested that they engage in some emotional distancing. Emotional distancing would allow the members’ intuitive minds to sub-consciously review their span of options. Members chose to have a decent break to allow this to occur.

When they returned to their covered-up “pictogram,” the group’s leader displayed it once more to allow members to study it for a few moments as a refresher, and then make their intuitive choice. The leader asked them to hand in their confidential choices, to encourage an objective view, and then indicated those choices on their pictogram accordingly.  What choice would you have made?

Once the group’s choice was made, members had a discussion about whether to opt for the immediate creation of an associated action-initiative, while the associated issues were still fresh in their minds. OR to pursue “Peeling the Onion” as a way of uncovering the optimum approach to their choice. They chose the latter, which we will follow-through in two-weeks time to see their various sub-alternatives.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting will be in two week’s time: “Peel the Onion: What lies behind the most valuable option our organization could pursue today to increase its people performance effectiveness?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

What would be the most valuable approach our Internet marketing organization could take today to increase its performance effectiveness: using Option Solving?

An executive who was quite familiar with option solving was contemplating how he could increase his company’s performance effectiveness, so sat down with his key team to draw upon their wisdom in the situation. He set aside at least a couple of hours to do this to allow time for thought and discussion.

His first step was to get them to come up with a sharp rational question, which would really get them thinking. This question turned out to be: “What would be the most valuable approach our Internet marketing organization could take today to increase its performance effectiveness; considering 1) Only have one salesperson, 2) Want to move away from websites, 3) 80% of business comes from 20% of clients, and 4) Have 5 month cushion of strong revenue?” There were several other considerations discussed, but they were happy to go with the four listed so that their decision didn’t become too complicated.

He now encouraged his team to produce two “bookends,” which would function as their yin and yang extreme possibilities. These bookends would then focus their intuitive minds on creating their company’s most realistic set of options. Without these bookends their fertile intuitive minds would tend to wander over all sorts of possibilities.

The bookends they selected were: “Keep doing the same thing” and “Sell the company,” both of which they felt were their company’s least likely options – see our Latest Worked Example.

Next was their challenge to produce at least five realistic options to stretch their alternatives to the greatest degree. It is perfectly okay to produce more, which is what they did – six in fact.  You can view their possibilities from our Latest Example and one of those proposed was: “Option A – Generate more leads and get the sales person to step up.”

Once their “pictogram” was in place, with their range of six options, their leader requested that they engage in some emotional distancing. Emotional distancing would allow their intuitive minds to sub-consciously review their span of options. So he gave them a break for 30 minutes to focus on other leadership matters and setting their pictogram aside to allow their intuitive minds to subconsciously consider the six possibilities.

When they returned to their covered-up “pictogram,” the leader displayed it once more, they studied it for a few moments as a refresher, and then made their intuitive choice. Which one would you have chosen? He asked them to hand in their confidential choices, to avoid a herd-view, and then indicated those choices on their pictogram accordingly.  What choice would you have made?

Once their choice was evident, they immediately set about producing an action initiative associated with it, while the associated issues were still fresh in their minds. They also didn’t second-guess themselves, which would be most unwise.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting will be in two week’s time: “What would be the most valuable approach our organization could take today to increase its people performance effectiveness?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)