“Peeling the Onion: Option D – What is our best approach for running monthly strategy sessions with our key leadership team for 6 months: using Option Solving?

Last time we considered a number of options for pulling the company’s leadership together, bearing in mind there are now 2+ new members. In considering their six sub-options they opted for D: Have monthly strategy sessions commencing 3.00pm onwards + dinner.

Since the key team members were more than familiar with the option solving approach, they set about posing a new rational question, which looked like this: “Peeling the Onion: Option D – What is our best approach for running monthly strategy sessions with our key leadership team for 6 months; considering 1) willingness to devote the time, 2) two new members have joined the team, 3) need a compelling purpose to unite the team, and 4) we have a bright future?” We only used 4 primary considerations so as not make such an overall question too complex for our general sensibilities.

They then moved into finding two yin and yang “bookends.”  These would be used as extreme unlikely possibilities and serve as bookends to help focus their intuitive minds toward their most realistic options. Bookends like these are vital for preventing people’s imaginative intuitive minds from losing focus away from the issue at hand.

The yin and yang bookends that came through were: “Give one try and then drop it, if members are not sufficiently interested” and “Offer big team bonus if team sticks it out for 6mths,” both of which were unlikely possibilities in the circumstances. However, they would again serve the purpose of inducing more realistic possibilities into their thinking – see our Latest Worked Example on the blog site.

Now that their bookends were in place, they created the necessary focus for producing at least five realistic options, so as to stretch the number of available possibilities. They ended up producing six to make allowance for their key team to produce their own favored option(s). Such bookends also aided pinpointing all likely and realistic possibilities. They then turned to emotional distancing to help choose an optimum solution. Feel free to review their potential six in our Latest Example, one of which was: “Option-F: Have an enjoyable social get-together after every session.”

With their “pictogram” potentially ready for a decision point, they now pursued some emotional distancing: which could be a couple of hours, several hours, or end at “getting-out-of-bed-time” the following morning: a great time for an epiphany –providing you don’t then second guess yourself. If you second-guess yourself, you’ve pretty much lost the whole benefit of option solving.

Emotional distancing would allow them to utilize their intuitive minds to the fullest extent in scanning their sub-conscious range of options: against so many similar life experiences and choices, thereby seeking an optimal solution. Which option would you have chosen?

By using “Peeling the Onion” they were able to dig deeper to discern the best approach to their choice. In this instance, they wouldn’t wait until the following morning. They’d probably decide within 2-3 hours of emotional distancing and then act accordingly.

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 best approach for handling a sensitive prospect situation?” 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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