Option Solving Blog

We know of Bill Bellichick as the Patriots’ successful coach, who recently led them to their fourth Superbowl win in recent years. His obvious intent would be to repeat that performance in 2018, although the challenge is enormous for many obvious reasons: as will discuss as we move forward. So we decided to do an option solving exercise for him to aid him with such a tough decision.

Assuming we got the opportunity to share the principles of option solving with him, he would then get his teeth into producing an appropriate rational question, as follows: “What is the Patriot Football team’s required optimal change to increase its chances of repeat, playing-winning the Superbowl trophy again in 2018; considering 1) it’s tough to win successive Superbowls, 2) competitors become smarter-better, 3) re-raising player-staff sights once more, and 4) opportunity to impress sport’s press for eternity?” The last point about the press was included because the sports-press corps doesn’t particularly like Bellichick: they find him unresponsive and aloof…something he doesn’t refute. We did see other considerations for his question, but felt these were the four key ones without overly complicating his exercise.

With his question now in place, it was time then to draft two unlikely “bookend” choices, the yin and yang, in order to focus his intuitive capabilities toward a viable set of options. The bookends he chose were: “Same approach as for 2017” and “Rebuild team from scratch,” both not especially viable in the circumstances. Why he would be unlikely to choose these outliers is presented in our worked example. However, using option-framers, like these bookends, helps to focus participants’ brilliant intuitive minds, which can so easily be distracted, before figuring out their most likely and realistic options – again, see our Latest Worked Example.

We would now challenge him to come up with at least five realistic options for stretching his thinking as much as possible – you will see we produced six. Look at our Latest Example and you will be able to view those six options, with one of them being: “Option D – Introduce new skill plays .” With his “pictogram” now in place, indicating his range of six options, he would now be encouraged to set some time for emotional distancing. Emotional distancing would allow his intuitive mind to sub-consciously ponder the six options we offered – or maybe it would spark him to come up with others – while he was doing other things and therefore enable him to be more objective when he returned to it.

Since one’s intuition enjoys pictures, a pictogram aids fast intuitive absorption. He would then allow his intuition to work on it. Maybe he would return to it an hour later,  to refresh his recollection, before coming up with an optimum choice: relative to all four question considerations. Which option would you have chosen, if you were in his shoes? As his day progresses he would figure out how to approach the eventual option he chose, while all the factors were still fresh in his mind.

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 a VP Sales best option in hiring a top-seller, with the notion that the individual’s motivators may not be what they were?” 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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In our prior option solving exercise, we aimed to answer the above question and derived the appropriate six option – A thru F – possibilities.  After sleeping on it, your editor’s intuitive mind helped him to decide on Option P: What is the optimum PURPOSE for motivating people to participate in the survey. We again used PEACAM factors as our guide, but deliberately decided to mix them up across ellipses A thru F to see if you can spot them?

So now he had to create another appropriate rational question, as follows, to begin the process of finding a sub-level solution for his survey project. That question became: “Choosing Option P: What is the optimum PURPOSE for motivating team members to participate in an online survey, soonest; considering 1) it needs to strongly resonate with people, 2) it needs to be realistic, 3) it shouldn’t be too difficult to accomplish, and 4) it shouldn’t be an undue burden on people’s time?” He did see other considerations, but felt these were the key ones without making the exercise overly complicated.

It was time then to draft two unlikely  choice “bookends”, the yin and yang, in order to focus his intuitive capabilities and stimulate his creative thinking toward producing a sub-range of viable options. The sub-bookends he chose turned-out to be: “To beat out everyone else” and “Come-up with most idealistic purpose,” both not especially viable in the circumstances. The reasons for why these outliers would not be chosen are given in our worked example. However, using option-framers like these help to focus participants’ brilliant intuitive minds, which can so easily be distracted, before figuring out their most likely and realistic options – again, see our Latest Worked Example.

Since it’s vital to come up with at least five realistic options to stretch ones thinking, you will see this writer produced six. Look at our Latest ‘Peeling the Onion’ Example and you will see those six sub-level options, with one of them being: “Option D – To find a team purpose bigger than any one team member.” With his “pictogram” now in place, indicating his range of six sub-level options, this writer could now set aside some time to allow for emotional distancing. Emotional distancing would allow his intuitive mind to sub-consciously ponder those six sub-level options, while doing other things, and enable him to be more objective when he returned to it.

Since one’s intuition enjoys pictures, a pictogram aids fast intuitive absorption. He then allowed his intuition to work on it. An hour later, he returned to it for helping with an optimum choice, relative to all four question considerations. Which option would you have chosen, if you were in his shoes? As his day progressed he figured out how to approach sub-level option D, while all the factors were fresh in his mind.

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 Patriots’ coach’s optimal change to enhance chances of repeating, playing-winning the Superbowl trophy in 2018?” 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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With his online survey becoming a reality, this writer then found the next challenge was to encourage participants to respond to it a timely fashion. However, depending on the personality of each participant determines how long it takes them to respond and complete the survey. An open-ended window creates a certain amount of tracking chaos, and some clients are likely to become frustrated if it takes too long for a team exercise to become complete. He therefore started wondering about the optimum motivators.

He then turned to create another appropriate rational question, as follows, to begin the process of finding yet another optimal solution for this survey project. That question became: “What could be the optimum ploy for motivating people to participate in an online survey, soonest, using PEACAM; considering 1) natural tendency to postpone, 2) inclination to be reticent about the outcome, 3) a new situation not experienced before, and 4) wanting to know if it will be valuable time spent?” Other considerations were clearly apparent, but these were the key ones without making the exercise overly complicated.

Now he was back to draft two unlikely “bookends”, the yin and yang, in order to focus his intuitive capabilities and stimulate his creative thinking toward producing a range of viable options. The bookends he chose turned-out to be: “Give open-ended timeframe” and “Use heavy financial incentive,” both not particularly viable in the circumstances. The reasons for why these outliers would not be chosen are given in our worked example. However, using option-framers like these help to focus participants’ brilliant intuitive minds, which can so easily be distracted, before figuring out their most likely and realistic options – again, see our Latest Worked Example.

Since it’s vital to come up with at least five realistic options to stretch ones thinking, you will see this writer produced six. Look at our Latest Example and you will see those six options, with one of them being: “Option P – Spell out purpose – that is: Tapping team potential and possibilities” With his “pictogram” in place, indicating his range of six options, this writer now set aside some time to allow for emotional distancing. Emotional distancing would allow his intuitive mind to sub-consciously ponder those six options, while doing other things, and enable him to be more objective when he returned to it.

Since one’s intuition enjoys pictures, a pictogram aids fast intuitive absorption. He then allowed his intuition to work on it. An hour later, he returned to it for helping with an optimum choice relative to all the four question considerations. Which option would you have chosen, if you were in his shoes? As his morning got underway he moved ahead with any related working principles, while all the factors were fresh in his mind and, an hour or so later, he returned to it to make his choice.

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: “Peeling the Onion – What might be the optimum ploy to motivate people to participate in the survey as soon as possible (PEACAM factors)?” 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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Now this writer is challenged to decide the optimum time invited participants should be given to respond and complete his online survey. He is challenged to figure out how much time they should be given to act upon doing the survey. There are probably arguments both ways: for giving people a short window to respond or giving them more room to maneuver relative to their circumstances. Ultimately it was interesting to test our intuition on this topic.

So he created an appropriate rational question as follows to begin the process of finding an optimal solution. It became: “What is the optimum window of time for participants to respond to a survey request; considering 1) not to feel too much under pressure, 2) minimize postponing to the last minute, 3) allow too much time for building anxiety, and 4) not to encourage resistance to build?” Other considerations were apparent, but these were the key ones to reflect upon.

From there he moved on to draft two unlikely “bookends”, the yin and yang, to focus his intuitive capabilities and stimulate his creative thinking toward producing a range of viable options. His bookends proved to be: “12 hrs.” and “Leave it open ended,” both untenable in the circumstances. His reasons for not using these outliers are given in our worked example. Using option-framers like these help to focus participants’ brilliant intuitive minds, which can so easily be distracted, before figuring out their most likely and realistic options – again, see our Latest Worked Example.

It’s vital to come up with at least five realistic options to stretch ones thinking. You will see this writer produced six. Look at our Latest Example and you will see those six options and one of them is: “Option D- 72 hrs.”

With his “pictogram” in place, indicating his range of six time options, this writer set it aside to allow for some emotional distancing. Emotional distancing would allow his intuitive mind to sub-consciously ponder those six options, while doing other things, and enable him to be more objective when he returned to it.

Since one’s intuition enjoys pictures, a pictogram aids fast intuitive absorption. After sleeping on it, he allowed his intuition, first thing in the morning, to help him to make an optimum choice relative to all the considerations. Which option would you have chosen, if you were in his shoes? As his morning got underway he moved ahead with any related working principles while all the factors were fresh in his mind

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 might be the optimum ploy to motivate people to participate in the survey as soon as possible (PEACAM factors)?” 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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It is time for this writer to call on his own option solving issue, as he aims to place a survey on-line. He was challenged to figure out question timing issues to encourage participants not to overly dwell on the survey questions posed, in order to stimulate optimal answers. We won’t bore you with the technical reasons.

Being already more than familiar with the option solving technique, he created an appropriate rational question as follows to begin the process of finding an optimal solution. This was: “What is the optimum amount of time for participants to ponder each survey question; considering 1) not to feel too much under pressure, 2) minimize second-guessing responses, 3) allow time to make changes, and 4) limit possibility of abuse?” There were clearly other considerations, although these were the key ones..

He then moved on to draft two “bookends”, the yin and yang, to focus his intuitive capabilities and stimulate his creative thinking toward producing a range of viable options. Those bookends proved to be: “30 secs.” and “1 hour.” Reasons for not using these outliers are given in our worked example. Option-framers like these help to focus participants’ brilliant intuitive minds, which can so easily be distracted, before figuring out their most likely and realistic options – again, see our Latest Worked Example.

It’s important to come up with at least five realistic options to stretch ones thinking. This writer produced six. Look at our Latest Example and you will see those six options – one of them is: “Option B – 2 minutes +.”

With a “pictogram” created, indicating the likely range of time options, this writer set it aside to allow for some emotional distancing. Emotional distancing would allow his intuitive mind to sub-consciously ponder those six options, while doing other things, and enable him to be more objective when he returned to it.

Since one’s intuition enjoys pictures, a pictogram aids fast intuitive absorption. After returning to it sometime later, his intuition helped him to make a rapid choice relative to all the considerations. Which option would you have chosen, if you were in his shoes? Now he set about moving ahead while all the factors were fresh in his mind.

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: “A surprise issue at hand?” 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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We used option solving recently to help a group of business executives resolve their optimum play for launching their new product AB. They opted for Option B: Pursue a Beta test with known customers. However, they weren’t entirely clear on the best approach to do this, so they agreed to Peel the Onion and search for a sub-optional solution.

With this in mind and already being familiar with the option solving technique, they created a fresh question as follows: “What is our optimum play for launching a new product based upon Option B – Pursue a Beta campaign with known customers; considering 1) it’s a well-proven, extraordinary product, 2) we have limited financial resources, 3) have limited people resources, and 4) we have limited current customer plays?” They used the same considerations because they matched the situation.

Using this redefined question, they drafted two yin and yang “bookends” to aid their creativity toward producing a range of viable options. The new bookends they chose were: “Use shot-gun approach” and “Give a financial incentive for participation.” Such option-framers help to focus participants’ brilliant intuitive minds, which can easily be distracted, so as to figure out their most likely and realistic options – see our Latest Worked Example.

Since they were challenged to come-up with at least five realistic options for their ultimate consideration, they produced six. This stretched their thinking in the broadest sense and induced further creative ideas.  Look at our Latest Example and you will see that their six options – one of them is: “Option D – Email special invitation to focused listing with an inducement offer.”

Now they had their “pictogram” drawn out, indicating their range of launch options, they set it aside to allow for some emotional distancing. Emotional distancing would allow their intuitive minds to sub-consciously ponder their six options, while doing other things, and enable them to be more objective when they returned to it.

When they reviewed this pictogram at the moment they returned to it – since their intuition enjoys pictures – their intuitive choice quickly came to mind. At this point, they followed-through on their option-decision, while everything was still fresh and top-of-their-minds. Hence they figured out a specific game-plan to implement it. Which option would you have chosen, if you were in their 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 should be the optimum amount of time for participants to ponder survey questions?” 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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Two weeks ago we used option solving to help a group of business executives resolve their pricing dilemma for product AB. Now they have to figure out their best approach to launching that product based upon limited people and other resources. We invited them to defer to option solving once more for assisting them in figuring out their optimum market approach.

Since they were already familiar with the option solving technique, they immediately settled down to figuring out their question as follows: “What is our optimum play for launching a new product AB; considering 1) it’s a well-proven, extraordinary product, 2) we have limited financial resources, 3) have limited people resources, and 4) we have limited current customer plays?” There were other considerations, but they decided to work with these key four choices, so that more wouldn’t overly complicate their dilemma question.

With their question in place, they set-about drafting two yin and yang “bookends” to aid their creativity on more reasonable options. The bookends they chose were as follows: “Just hang out the shingle” and “Major marketing blitz.” Use of such option framers are designed to focus participants’ brilliant intuitive minds, since they can easily be distracted, on figuring out their most likely and realistic options – see our Latest Worked Example.

Now they were challenged to dig-up at least five realistic options for their ultimate consideration.  We’ve found in practice with option solving that by producing a minimum five options, it stretches our broadest and most creative ideas.  Look at our Latest Example and you will see that they arrived six options – one of them is: “Option A – Offer free access for a period of time.”

With their “pictogram” now in place, indicating their range of marketing options, they turned it over and set it aside to allow for some emotional distancing. Such an activity would allow time for their intuitive minds to scan their other life experiences for similar situations. Again, they broke off for a couple of hours to address other matters and then returned to their set-aside pictogram to reconsider it.

Emotional distancing is the time that their intuitive minds would sub-consciously ponder those six options. By scanning this pictogram when they returned to it – since their intuition enjoys pictures – their intuitive choice quickly emerged. They immediately set their decision in motion, while everything was still fresh and top-of-their-minds, and figured out a more specific game-plan to implement it. Which option would you have chosen, if you were in their 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: “Peeling the Onion: What is the optimum play for launching new product AB?” 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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Not so long ago, it was interesting to be involved with some executives as they were trying to guesstimate the launch price for a new product: always a tricky affair. Fortunately, they had all been associated with their market and related products for some considerable time, so they had built up a great deal of intuitive instincts about likely market and customer behavior. It’s probably unwise to work with your instincts without a good deal of exposure to related market forces, but, with such instincts, Option Solving can play a big part in your ultimate decision.

After a briefing on the option solving technique, they were willing to give it a shot to test its merits on their dilemma. So, sooner rather than later, they got to work on developing an appropriate question to help flush out the issues. It turned out to be as follows: “What is our best pricing option for a new product we are about to market; considering 1) cost of product development, 2) potential perceived market value, 3) using an online approach, and 4) convenience of access?” They did come up with other considerations, but decided to focus on these key four choices so that they wouldn’t overly complicate their dilemma question.

Armed with this question, they set-about drafting two yin and yang “bookends” to help focus their pricing options. The bookends they chose were as follows: “No charge” and “5x Top $ option.” These most unlikely option framers are designed to focus our brilliant intuitive minds, that can easily be distracted, on figuring out our most likely and realistic options – see our Latest Worked Example.

With these in mind, they were then challenged to dig-up at least five realistic options for their ultimate consideration.  We’ve found in practice with option solving that when you produce a minimum five options, it stretches the broadest and most creative ideas.  Look at our Latest Example and you will see that we came-up with a sixth alternative – one is: “Option D: X Price.” Clearly this group used actual numbers, but those would create confusion for our readers without knowing the precise context.

With this “pictogram” now in place, showing the range of pricing options, they engaged in some emotional distancing to allow time for their intuitive minds to scan all their other life experiences for similar circumstances. In fact they broke off for a couple of hours to address some other matters and then returned to their turned-over pictogram to reconsider it.

Emotional distancing is the time that their intuitive minds would sub-consciously ponder their six options. Coming back to their pictogram would focus their

intuitions on making an optimum choice. This choice would quickly emerge once they revisited their pictogram.

They did make their optimum intuitive choice and were encouraged to immed-iately set their decision in motion, while everything was still fresh and top-of-their-minds, and figure out a more specific game-plan to implement it. Which option would you have chosen, if you were in his 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 the optimum play for launching a new product?” 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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A recent discussion with a non-profit board member revealed his disappointment at orchestrations by their organization’s Executive Director to freeze him out, due to his misgivings about the ED’s approach and overall competence. The ED orchestrated a meeting with the organization’s President and VP to use rules and procedures to require my contact to step down. They sent a letter to him to this effect, which came like a bolt out of the blue.

He was now faced with attending a routine Board meeting, where his exit would be discussed, despite having an incredible record of service on behalf of the non-profit over a number of years. He was struggling with how to deal with the ED at that board meeting; considering how vexed he felt about the whole situation.

As we reviewed his situation, I advised him to consider his options, although we started with an appropriate question to help flush these out. This question turned out to be as follows: “What is my best option for interacting with our Executive Director at our next non-profit board meeting; considering 1) intention to retire, 2) not happy with ED’s recent activities, 3) ED’s perceived intent to move me out, and 4) desire to sustain dignified exit with other Board colleagues?” We did discuss other considerations, but, by focusing on these key four choices, it would not overly complicate his dilemma question.

Moving beyond this question, I then encouraged him to draft two yin and yang “bookends” to help focus his intuitive mind on figuring out his most viable option. The bookends he chose were as follows: “Curse the ED out” and “Be extremely solicitous toward ED.” These unlikely option framers are designed to focus our fickle but brilliant intuitive minds on figuring out our most likely and realistic options – see our Latest Worked Example.

I then challenged him to produce at least five realistic options for his ultimate consideration. Option solving practice has found that when you produce a minimum five options, it stretches the broadest and most creative view.  Look at our Latest Example and you will see that we came-up with six named alternatives – one is: “Option F: Broadcast disappointment to all willing Board ears.”

With this “pictogram” now in place, I set him onto some emotional distancing to allow time for his intuitive mind to scan all his other life experiences for similar circumstances. I suggested that he should go about his other planned tasks for the day and then sit down for a decision point during the early evening. Emotional distancing is the time that his intuitive mind would ponder his six options. The pictogram would focus his intuition to make an optimum choice, which would quickly emerge when he revisited his pictogram.

I left him knowing that once he revisited his pictogram that evening, he would make his optimum intuitive choice. He should then immediately set the decision in motion, while everything is still top-of-his-mind, and figure out a more specific game-plan to implement it. Which option would you have chosen, if you were in his 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 a business executive’s best pricing decision with a new product?” 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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As this blog goes online, our President-Elect Trump has still not chosen his future Secretary of State; so maybe the use of Option Solving can help him. He has interviewed all the six prime candidates and therefore has a feel for each one. He has plenty of rational and media advice from those around him, consequently has a lot to contemplate and this is where his intuition can be exceedingly helpful.

We would advise him to use a question as follows: “What is President-Elect Trump’s optimal choice as Secretary of State; considering 1) needs someone highly conversant with international affairs, 2) someone who would will bring a lot of credibility with other world leaders, 3) someone who can handle punishing international travel, and 4) should be someone with strong credibility at home?” He will no doubt have other consideration possibilities, too, but by keeping to these top four choices it will not overly complicate his dilemma question.

Now his question is ready, we will encourage him to produce two yin and yang “bookends” for focusing his intuitive mind to determine his most viable option. Our suggested bookends will be as follows: “Stay with current incumbent – John Kerry” and “Pick Presidents Obama or Bill Clinton.” These unlikely option framers are designed to focus our fickle but brilliant intuitive minds on figuring out our most likely and realistic options – see our Latest Worked Example.

Then we would challenge him to formulate at least five realistic options for ultimate consideration. Option solving practice has found that when you produce a minimum five options, it stimulates the broadest, genuine thinking.  When you look at our Latest Example, you will see that we have produced his six named alternatives – one is: “Option C: Current Chair of Senate Foreign Relations – Bob Corker.” By showing him this “pictogram,” since he’s already devoted a lot of time to emotional distancing, he should be in a good position to make the right intuitive choice. Emotional distancing is the time that he has been pondering his choices and the pictogram will focus his intuition to make an optimum choice.

Once his choice is made, he should immediately set the decision in motion while everything is still top-of-his-mind. Which option would you have chosen, if you were in his 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 Board Member’s best option for interacting with the Executive Director at their next meeting?” 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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