Option Solving Blog

In recent times, a leadership team was exposed to an individual communication survey. Their own leader, who also participated, was eager for them to learn from the output and then adjust where necessary to both the company’s and their own advantage. As always, change isn’t easy and so there was discussion regarding the best approach for bringing that about.

In line with the first principle of option solving we set-about producing a rational question to trigger possible options. After a degree of due deliberation this turned out to be: “What is a key leader’s best option for full adoption of commun-ication survey exercise output: considering 1) people don’t easily change their habits, 2) they need practical, hands-on drills to focus on any change, 3) they need to experience the benefits, and 4) they need regular encouragement to change?” As usual, other considerations arose on the list, but the ones chosen above seemed to be the four key ones without overly complicating the key leader’s dilemma.

Now is the time to produce two “bookend” choices to serve as the yin and yang extreme possibilities, so as to focus our intuitive minds on the most realistic set of options. The bookends we chose for the key leader were: “Let it take a life of its own” and “Force-feed them into communicating with each other,” both of which will probably be the least likely to occur. However, these bookends do serve the purpose of nudging our intuitive faculties into identifying more realistic but challenging options. Our intuitive minds can so easily be distracted, so these bookends can help keep them on track – see our Latest Worked Example.

The next option solving challenge is to come-up with at least five realistic options for stretching their range of possibilities as much as possible – you will see we produced six…one for the key executive to insert him/herself when the time comes. (NOTE: It’s always a good idea to leave an option blank as a way of drawing your target to get involved.)  Look at our Latest Example and you will see those six options, one of those proposed was: “Option B – One-on-one mentoring to nudge participants forward.”

With this “pictogram” now in place, indicating five to six options, it is now time for emotional distancing. Emotional distancing allows our intuitive minds to sub-consciously ponder the likely six options, once they are all in place. This would enable the key executive to be more objective when he/she returns to this pictogram and chose which tactic to use to encourage his leaders to adjust to their survey output.

Which option would you have chosen, if you were in his/her shoes?

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 weeks time: “What is our best shot a re-connecting with three symposia contacts?” 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)

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