Option Solving Blog

From our example two weeks ago, the client decided he would go for option B as indicated above, through the Peeling the Onion approach.  This would require him to enlist the voluntary support of one of his Regional Leaders (RLs) to take a pilot approach.

His natural, lead-in question, to figure out his best sub-option, came through as follows: “Option B – Contact each RL to determine which is best prospect for Pilot Effort; considering 1) need to outline Pilot effort, 2) will need good existing rapport with RLs, 3) will need full support of VP Operations, and 4) will need to prepare RLs for ‘if not chosen’?” He restricted himself to these top four considerations, despite several others, so as not to further complicate his final decision.

With this question now ready, he then produced two yin and yang “bookends” as outlier possibilities, since they would help focus his intuitive, decision-making mind on his most realistic options. Bookends such as these are vital for preventing people’s fertile intuitive minds from wandering and losing focus. We are mostly unaware at how powerfully valuable but foot-loose our intuition can be unless effectively focused.   

These turned out to be: “Just pick RL and then go-for-it” and “Offer big financial carrot to lucky RL volunteer”: both of which were his least likely sub-possibilities for the reasons given. Even so, these bookends would challenge him to consider and produce his most realistic sub-options – see our Latest Worked Example.

He was then challenged to produce at least five realistic sub-options, so as to stretch his range of sub-possibilities as much as possible. Since he intended to share this with his President, he left a sixth sub-option open so as to give her an opportunity to make a suggestion. Such an activity would help build her “buy-in” and commitment. His favored option, off the bat, was: “Option- BB: Put together creative presentation for all RLs –let them nominate volunteer region.”

With this “sub-pictogram” now in place, he would be able to review it with his President and get her participation and buy-in. Then they could set some time aside for emotional distancing – a form of objective thinking – before making any choice…perhaps after 2 hours, later that day, or first thing the following morning. Whatever that choice, they could then decide to further “Peel the Onion,” in order to give them additional sub-sub-insights on how to move forward.

Alternatively, he could decide to put together an optimum action initiative based upon his initial option choice and now his sub-option choice. 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 our best option choice to optimize Receivables, without switching our company from an ‘outside-in’ to an ‘inside-out mode?” 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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