Option Solving Blog

After a great deal of patient effort, I finally met with the principal of a national organization that could help move my business in a bold new direction. The initial meeting went much better than expected and my objective seemed within my grasp over the next year or so. However, the long delayed meeting occurred shortly before the yearend holidays and, there’s this long held view of mine, that promises made before the holidays often shift due to New Year perspectives. That’s what happened in this case. By early February I was informed that my promising contact would have to break away from our intentions because something else of more immediate importance needed her attention. So, I was faced with the dilemma of how to salvage the situation.

Not to be deterred, I immediately started work on the appropriate option solving question and came up with: “What is my best alternative to combat closure of an initial business relationship, considering the person already feels pressure to pursue a new path, she’s not so disposed to listen,…?” You can see my other two considerations in our Latest Example. The considerations are an important defining point that our intuitive minds can use in finding the best solution. I came up with seven considerations, so picked the roughly 50% most important ones.

My mind was now gearing up to the challenge with great anticipation, but first I needed to create two ‘bookends’, the Ying and the Yang possibilities, which by their very nature would be extreme, unlikely options. These would help stimulate my intuitive mind to be as creative as possible when it came to more plausible options. So the two I came up with were: “Let her proceed down her new path,” and at the other end, “Throw my firm at her disposal.” Again, see our Latest Example. We also show why these were the least workable.

By using my rational mind to keep posing my original question to my intuitive mind, I was making the most of the combination of mind-gifts at my disposal. I stretched my thinking to arrive at five different options, one of which was: “Remind of initial idea+ Offer to use in her new priority situation ”… see Latest Example for the other four possibilities.

Then I decided to sleep on these five options, as a form of emotional distancing, before making a decision first thing the following morning. That choice was already waiting for me when I woke up, so I didn’t have my dilemma any longer as well felt comfortable about my decision…had explored all the other reasonable options and had given them due reflection. I then turned this decision into action, while I was still fully connected with the issue.

Please refer to the Latest Example to view the overall picture of a potential solution. If you have an example of your own, please share it with this blogger, through the COMMENTS area.
Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Using Option Solving to decide on ‘Best way forward on innovating a new business venture?’” You’re your COMMENTS or go to peter @ileadershipsolutions.com to connect with the blogger.)

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Faced with an initial meeting that could be delicate as well as full of possibilities, is something worth thinking about. Option Solving is a great way to prepare for such a meeting in the realization that, ‘You only get one shot at it.’ No second chances: it’s now or never.

So, perhaps, a good starting point is posing the question, “What is the best outcome to aim for in my meeting with Roseanne Y, considering…” This is the first step with the option solving technique, which requires you to form the right question at the outset. As we can see above, it starts with the key point, but then goes on to flush out the considerations, such as: “…that she probably sees me as a competitor, she feels she is already covering areas I offer, she feels confident in her own shoes, and she has already filled her product schedule?

Now you have started your intuitive powers humming, as they want to answer this thought provoking question. But those powers can answer your question even more by giving them an even better framework formed by two ‘bookends’, the Ying and the Yang of all the possibilities; and, by their very nature, the most extreme of all the possibilities. In my case, it worked out to be: “Allow her to continue keeping her distance,” or at the other end, “Develop a close working partnership.”

With these, your intuitive mind can now start creatively racing away to flush out all the other possibilities, such as: “Consider talking to her team about some alternative products”… see Latest Example for the other four possibilities. I naturally won’t share my outcome choice because you are not standing in my shoes and cannot possibly sense my full circumstances: consequently, you would be likely to draw a different conclusion. However, you should now be prepared to follow the same approach to get the most out of your next important initial meeting: buying the book would be helpful, too.

Please refer to the Latest Example to view the overall picture of a potential solution. If you have an example of your own, please share it with this blogger, through the COMMENTS area.
Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Using Option Solving to decide on ‘Holding on to a promising business relationship?’” You’re your COMMENTS or go to peter @ileadershipsolutions.com to connect with the blogger.)

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I found myself talking with a professional practice leader about a member of staff who had recently compromised some client financial transactions. He was pretty annoyed about the whole affair and intended to make an example of this person, who had taken key business decisions without authority. It created an extra financial burden on his practice. His dilemma: how to best handle it in light of a number of considerations, some of which are mentioned below.
The practice leader was already familiar with the option solving approach, consequently we proceeded to building the right question, which turned out to be: ”What is my best option for dealing with a staff member’s unprofessional conduct, considering employment laws, feelings of other staff members, has worked in the office for a long time, possible ill-conceived motives concerning clients, and the person’s sister works in the office?” Our listing of considerations was ten, so we selected the 50% most crucial ones so that the question wasn’t too cumbersome. We kept the other 5 in the background for reference purposes..
Having set this in place, we then created two yin and yang “bookends;” to help frame future options and the practice leader’s intuition surface the best possible options from his many life experiences. His ‘bookends’ turned out to be, “Let the whole thing go” and “Promote person into a more responsible role.” As will be seen in our Latest Example; you will note why these two possibilities, although options, were highly unlikely ones..
With these now in place, I encouraged the practice leader to draw on his creative intuition to come-up with at least five plausible options. By producing at least five, it ensured that he stretched his thinking far enough. From the five he produced, we share one here: “Have her stay with first of 3 strikes and then out. Then give her formal verbal warning – lasting over 3 mths” – Option E. (Note: The next warning would be a formal written one, also within the 3 month timeframe, and any final incident would mean an exit from the practice.)
We now had an option picture for his intuitive mind to absorb. I encouraged him to sleep on it as a form of emotional distancing. We agreed to talk the following morning, after he recorded his first choice after waking up. I also encouraged him to look at this picture just before he went to sleep, so that his intuitive capabilities could reflect upon it during the night.
We did talk the following morning, when he revealed his option choice. At that point we explored his “Next Steps,” while our option solving exercise was still fresh in his mind. He was then positioned to act.
If you have an example of your own, please share it with this blogger, through the COMMENTS area. Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Making the most of an initial meeting?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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Two weeks ago we came up with five options for producing the best New Year’s resolution. After sleeping on it, I decided to pursue option C: “Develop 4-5 resolution options and then sleep on them to produce one.” So, in accord with the option solving technique, I created a fresh question and considerations: ”What is my best New Year’s resolution to pursue, considering my ability to produce 4-5 interesting options, the general economic environment, family circumstances, my current career status, and my point in life?” There were other considerations, but I selected around 50% that were of the greatest importance…see this in our latest example.
With this set, I again produced two framing yin and yang “bookends;” to help my intuition dig out the best possible resolution options. These new ‘bookends’ turned out to be, “Not bother with a resolution at all” and “Have several resolutions and play it by ear.” You will find these in our Latest Example; plus why it would not be a good scenario to pursue these.
Once these bookends were in place, my intuition was now in its best frame of mind to come-up with at least five alternative, more plausible options. Of the five ultimate possibilities I came up with, which you can view in our latest example, I will share one here: “Make some clear breaks for downtime” – Option D.
Now my options were in place, I decided to sleep on all of them to create some emotional distancing. By tomorrow morning, the moment I wake up, my intuition will have done its incredible search through my mental database to make a choice based upon comparable experiences. Once that choice has been made, I will then focus on “Next Steps,” while the whole option solving exercise is still fresh. I can then proceed with my resolution.
If you have an example of your own, please share it with this blogger, through the COMMENTS area. Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Dealing with a staff member’s unprofessional conduct?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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It’s that time of year for everyone to be thinking or talking about their New Year’s Resolution. There are all sorts of myths and stories about this activity, which either add value to the event or disparage it as a waste of time depending on who you listen to. Nevertheless, I will share with you my approach, using option solving, that you can either emulate or use your own approach.
In true option solving fashion I formulate an optimal question with its due considerations. This worked out to be: “What are likely to be my best resolution options for the New Year, considering it’s not easy to stick with them, it’s not easy to come up with one or two that will have the most beneficial impact, and they might lead into bigger scenarios that I can handle?” There were two or three more considerations, but I just selected the roughly 50% that were of the greatest importance…see this in our latest example.
Having produced this, I now created two framing yin and yang “bookends;” so as to assist my more creative intuition find the most plausible options. The ‘bookends’ turned out to be, “Not bother with any resolutions at all” and “Help everyone else with their resolutions,”… as shown in our Latest Example. It will also indicate why these two bookend options didn’t make the most sense.
With the question and the bookends in place, I was in my most productive state to produce at least five alternative, more practical options My intuition couldn’t wait to set work on these because it was so bothered by the less and plausible bookends My five ultimate possibilities are in our latest example and at random I will share one: “Develop 4-5 resolution options and then sleep on them to produce one” – Option C.
Now these five options were in place, I decided to sleep on all of them to create some emotional distancing. However, I decided to “Peel the Onion” instead of working out “Next Steps” the following morning because I wanted to see how things might look with another iteration. Later that second day I did just that and I will share that with you in the next blog session in 2 weeks.
If you have an example of your own, please share it with this blogger, through the COMMENTS area. Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Peel the onion: My best resolution options for the New Year?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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A friend’s daughter was having to figure out her next career step because she wasn’t making the career progress she had expected at her current job. So I walked him through the option solving approach so that he could give her the best counsel.  He promised to talk with me after the event and this what he shared:

Initially, he helped her figure out the right question with due considerations. This is the question they devised: “What would be my next best career move, considering my limited budget, not wanting to be in New York, accumulated insufficient experience to date, have a job with good medical benefits, and have to build a universe of possibilities.”

Once they had completed this step, they produced  two fringe yin and yang “bookends;” to spur producing more plausible options. These ‘bookends’ were, “Go do something completely different” and “Relocate to a  similar instructing position and start from there,”… as revealed in our Latest Example. You will also discover why she didn’t want to pursue these.

Now this question and the bookends were in place, they set to work on producing at least 5 plausible options.  You can see their choices in the latest example, one of which was, “Seek a position in back office operations: be an instructor on the side” – Option E.

With their five options in place, they immediately moved to an emotional distancing mode: where they took a further 15-20 minute break to focus on other issues. This allowed his daughter’s intuitive mind to reflect subconsciously on the option solving picture they had created and be ready to make her choice. This she did and made her optimum decision.

From there they proceeded to discuss “Next Steps,” while the issues were still front and center of her thinking. Such a move also facilitated her moving forward without wasting any time.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “My best options for the New Year?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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After an adjournment of two hours, Mitt Romney and his key team returned to “Peel the Onion” with their earlier chosen option: “Lead a cavalcade of volunt-eers from Mid-West States to assist those in stricken areas” – Option D. They felt this would not only be the right thing to do, rather than sit on the sidelines, but it would also generate the right sort of leadership publicity to keep his campaign in the public eye. Obama would have the benefit of public sources to be front and center: Romney would have the benefit of volunteers to bring relief wherever possible.  The question was, how to do this in the most effective way: hence the need for Option Solving.

Being that much more conversant with the option solving technique, Romney’s key team quickly plunged into generating the right question, in combination with the most important considerations. This turned out to be: “What would be the best way to assemble a Mid-West States cavalcade to aid those in stricken Hurricane Sandy areas, considering time is of the essence, relevance of the assistance offered, might be rejected by opposite supporters, and the amount of volunteer time available?” Again these considerations emerged from a list of seven: that is, approximately 50%.

Next they produced  two fringe yin and yang “bookends;” to spur producing more plausible options. These ‘bookends’ were, “Don’t bother at all” and “Encourage people from across the country to pitch in,” as revealed in our Latest Example. You will also discover why they didn’t want to pursue these.

With question and bookends in place, the group set to work on producing at least 5 plausible options.  You can see their choices in the latest example, one of which was, “Ask politicians, Governors in affected States and list immediate needs:  then organize volunteers accordingly ” – Option C.

Once their five options were in place, they immediately stepped into an emotional distancing mode: where they took a further 15-20 minute break to focus on other matters. This allowed their intuitive minds to reflect subconsciously on the option solving picture they had created.

When the group reconvened, they again used “Post-its” to declare their confidential vote by using one of the five letters of the alphabet only. A quick recap on the question, bookends and five options and they cast their vote. A couple of options rose to the top, although one came out ahead of the other. After some discussion of these two, the majority favored the one with the most votes. From there they proceeded to discuss “Next Steps,” while the issues were still front and center of their thinking. Such a move also facilitated their moving forward without wasting any time.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “A daughter struggling with her next career step?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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In a recent client session, we were preparing for a forthcoming meeting that he would chair about how he and his senior team mates would communicate going forward  while meeting their commitments. We naturally started looking at various options, so I couldn’t resist not making it into an option solving exercise. His intention was to present the options to his colleagues to get their input when the time came.

With some due deliberations, we created an optimal question with considerations which looked like this: ‘What is the best way for our senior team to communicate to meet our commitments, considering that all the executives are very busy, concerns over mutual respect, and the best results will only come by working as a team?” The considerations were from a listing of six: that is, we picked out the 50% most important ones.

We now started work on producing two yin and yang “bookends;” to create a framework for future options. They also served as strong prompts for encouraging our intuitions to produce some creative alternatives. Two we came up with were, “Communicate on an ad-hoc basis” and “Talk with each other on a daily basis.” See our latest example as to why these were least likely.

As our intuitions were now primed, we set about finding at least five plausible options to really cause his colleagues to stretch their possibilities. The five options are shown in our latest example: one of which was, “Nurture and maintain “good-will” accounts with each other” – Option A. What we meant by “good-will accounts” was a recommended technique for creating good on-going relations with colleagues. Treat them in the same way as you treat your bank accounts: that is, you only have something to draw upon if you put something in. Hence you are regularly investing in colleague relationships because you don’t when you’re going to have to draw upon any of these accounts.

When our option solving picture was ready, showing our five alternatives, we decided to halt there so that my client could share this picture when his team chair moment came. The team could then discuss the options, add to them if possible, participate in some emotional distancing,  and then be in a position to make their best choice. At least he will have their best buy-in from using this approach, which will create a better likelihood for their commitment to make the chosen option work.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “What way could Presidential contender maintain a prominent profile while Hurricane Sandy prevailed?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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Last time, we talked about working with a group of business leaders, who were helping one of its members resolve the issue of whether or not his company should become a dealer for an overseas supplier. Having gone through the option solving exercise, they came up with six plausible options. After some emotional distancing time the group made its selection: in fact it was option C – “Evaluate Product and Plant.” Once they did so, they opted for a Peeling the Onion exercise rather than figure out Next Steps.

After a reasonable break, they produced another comprehensive question with considerations, which looked like this: ‘What is our  optimal approach to evaluate an overseas supplier’s product and plant, considering the supplier’s  sensitivity to such action, making it a productive exercise, and the possibility of jeopardizing the deal?” The considerations were three of the most important out of five possible.

Working in two sub-groups of four once again, to maximize participation and create some comparative thinking,  they now set about producing two yin and yang “bookends;” so as to form another option framework. The two they agreed upon were, “Take a chance on product and plant” – see our latestexample. The other was, “Request full product and service guarantees for 6 mths.” Review of the latest example shows why both were out of the question.

These fresh bookends quickly provoked each sub-group to start discussing more plausible alternatives. Our latest example shows  that they came up with five options: one of which was, “Request to visit with their other overseas dealers; wherever” – Option B. Again, they were challenged to produce at least five options, so as to stretch their thinking as much as possible.

Once their option solving picture was in place, they moved into some emotional distancing  time to allow their intuitive minds to subconsciously work through their complete range of options. This included shutting the picture away from view and discussing other topics.

Ten minutes later, the projector shutter was opened to reveal the option solving picture  and allow the group to quickly review it and make its collective choice through an individual, confidential vote.

By peeling the onion they took their colleagues dilemma one more step and figured out how to maximize their initial collective decision: “Evaluate the suppliers Product and Plant.” At this point they immediately figured out the Next Steps their colleague should consider.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Best way for a senior team to communicate to meet its commitments?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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