What is my best option to gain CEO-Executive commitment toward IT integration: using Option Solving?

Over dinner your author was listening to an IT executive acquaintance talk about his challenge of getting his new CEO and executive team on board with the radical approach that would be necessary to integrate their IT system with that of a recent business acquisition. They seemed to be reluctant to seriously consider their options which would make the integration that much more difficult. With a social dinner table not being the most appropriate venue to discuss my acquaintance’s options, your author promised to think about it and get back to him; especially as your author was leaving town early the following morning.

And so your author found himself performing option solving on the plane that following morning, where his initial question came out as follows: “What is my best approach to increasing CEO-Executive commitment toward IT integration; considering 1) they don’t fully understand the issues and the benefits, 2) they are reluctant to make the time-money investment, 3) they do not appreciate the front-end work vital for success, and 4) they have other key business priorities in mind?”  Again, your author used four primary considerations to provide perspective to the question. Even though there were probably others, he kept it to the most important ones so as not to overly complicate his acquaintance’s decision task.

He was subsequently challenged to create two yin and yang “bookends,” which would serve as his acquaintance’s (NL) extreme possibilities. Such bookends would then help focus NL’s intuitive faculties toward his most realistic options. Bookends like these are vital for preventing people’s fertile intuitive minds from wandering and losing focus.

Yin and yang bookends that surfaced were: “Allow an IT solution to evolve on its own” and “Outline integration blue-print and then return to prior company,” both of which seemed the least likely possibilities: but at least they would challenge him to think through his most realistic possibility – see our Latest Worked Example.

From here your author had to develop at least five realistic options, so as to stretch NL’s range of possibilities. You will see where your author, in fact, produced six realistic options for NL to consider before turning to emotional distancing. Feel free to review his potential six in our Latest Example, one of which was: “Option-C: Lead an executive workshop on issues and outcomes to get their buy-in.”

This “pictogram” was now ready to send to NL, where he would be encouraged to pursue some emotional distancing before making his choice. Emotional distancing would allow NL’s intuitive mind to sub-consciously review this range of options against so many of his similar life experiences and choices; thereby seeking an optimal solution. What option would you have chosen?

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 option for handling a political nemesis?” 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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