Figuring out how to attract the greatest number of participants to a meeting: using Option Solving?

Posted on July 6, 2012 by Peter Arthur-Smith

Recently over lunch, I was discussing with an acquaintance about her attempts to set up a new style of meeting. She had already set up two sessions with a group of people she knew and was now hoping to move the approach along further. However, she was getting far fewer responses and was faced with the dilemma of how to change the situation. I therefore introduced her to option solving as a way of producing an optimal solution.

As a means of producing the right context, I encouraged her to develop an appropriate question. It was also a means of reframing her issue so it would inspire her creative, intuitive juices to start flowing. Hence we came up with a starting point for the question as follows:  “What is my best option for attracting the greatest number of participants to a designated meeting, considering that…” At this point, we selected three out of five possible considerations that would have the greatest impact, which you can view in our Latest Example. One of interest was: “The genie is out of the bottle.” Our thinking here was that, since she had already introduced the fresh meeting concept, she couldn’t use the element of novelty to attract people to her meeting.

Now we moved to produce two yin and yang “bookends,” which turned out to be “Drop the meeting idea altogether for now” and “Come up with a significant inducement.” In both cases, you will see we took the step of indicating strong reasons for not pursuing either, even though they are both clearly options. Having these two bookends in place would now help us to come up with at least five more plausible options: option that would spur my subject’s intuitive creativity to develop a range of alternatives rather than the typical “two” possibilities. This is what causes option solving to be a more creative solution approach than other more traditional approaches.

 Again, with the Latest Example, she came up with five alternative options, one of which was: “Bring along a particularly interesting guest.” Her other four options are there for viewing.

We then turned over our option solving picture and took some time away for emotional distancing to talk about other things. Quite apart from an interesting conversation about other pending issues, it provided a great moment for allowing her intuitive mind to subconsciously mull over the alternatives. After about fifteen minutes, we came back to her option solving picture. She rapidly absorbed it again and then made her choice without any undue deliberation: relying again on her intuitive powers.

With this done, she considered the option of either Peeling the Onion on her choice or discussing Next Steps. She opted for the former, so we can deal with that in two weeks 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: “Peeling the Onion on her best option for attracting more participants to a designated meeting.”  Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

 

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A CEOs dilemma to convince the owners of his approach or quit: using Option Solving?

Posted on June 22, 2012 by Peter Arthur-Smith

About a month ago two European visitors joined me in New York because they were interested in learning more about option solving. As part of their discovery exercise, I encouraged them to bring a real live issue with them for use as a practical example. So we will now use their “name modified” practical example as the next case for you to look at.

At the right moment, they put forward the issue: A client of theirs was faced with going along with “another country’s owners’ organizational requirements or quit?” Apparently, their client was a well known leader who commanded a lot of respect due to his apparent success, but was now faced with doing the owners’ bidding or feeling that he would have to quit to maintain his reputation. This was because “the other country” is not known for deferring to local country traditions owing to its rather xenophobic view of its own success.

In any event, we established an option solving question for this CEO, which went something like this: “What is my best option for handling the other country owners in how this company is led, considering that…” We then went on to add three primary considerations: “they might fire me, the subsidiary could be destroyed, and it could destroy my spirit.”

Having arrived at this point, it opened the way to produce two yin and yang “bookends,” which are depicted as “Professional suicide” and “Total turncoat.” You will see we took the step of indicating clear draw backs to both for this CEO and therefore why it is highly unlikely he would choose either. The advantage of this step, however, was that it would challenge my guests’ minds to come up with more plausible options.

 By going to the Latest Example, you will see they came up with seven different options, two of which were: “Present the company story to the Board, plus the business case to leave things as they are” and “Demote self to a prior position.” You will see their other five options in our Latest Example. We then took some time away from this picture for emotional distancing, which created a lively conversation about some of the theory behind option solving. After about ten minutes, they came back to the option solving picture, quickly absorbed it again and then made a choice on behalf of their CEO client.

Once this was made, they were now given the option to either Peel the Onion of this choice or discuss Next Steps. They opted for the latter and mapped out those potential steps. This is important to do, while the choice is hot in their minds, because it gives them the best chance of figuring out the most appropriate steps while their mind is primed.

My guests left satisfied because they had explored all the speculated options and felt they had made the right choice on the CEO’s behalf. They would now pursue matters with him when they returned home.

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: “Figuring out how to attract more participants to a meeting.”  Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

 

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Peeling the Onion – Executive’s best option for becoming more consistent in his focus: using Option Solving?

Posted on June 8, 2012 by Peter Arthur-Smith

Our last posting showed the key options my client executive had in becoming more consistent in his focus. Suppose he chose “Developing a strong No. 2,” based upon the rationale that would allow him the breathing space to be more consistent in his focus. In turn, this would allow him time to orchestrate the implementation of his vision, strengthen the competence of his team leaders and teams, and increase collaboration with other key areas within the company (including eliminating the duplication of activities): all areas that will have a fundamentally positive impact.

Our latest example will show the reconstituted question with its inherent considerations: including “there’s probably not a suitable candidate within my group” and “tougher budgets may not help.” This opens the way for two new “bookends,” which are depicted as “Drop the idea due to organization constraints” and “Demand a competent No.2 right away.” We have shown the clear draw backs to both for this executive.

With these in place, they will now stimulate a range of six options on how to secure his No.2. These include: “Finding someone from within his own group” or “recruit someone from a sister company.” You can see his other four options in our Latest Example. Now he will be a position to either go through another Peeling the Option iteration or choose an optimum option after due “emotional distancing.”

Clearly this extra peeling the onion step produces a well considered and insightful option, consequently increases the chances of a very positive outcome: as well as produces an executive who has the breathing space to become much more consistent in his focus.

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 CEOs dilemma to convince the owners of his approach or quit.”  Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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Executive’s best option for becoming more consistent in his focus: using Option Solving?

Posted on May 25, 2012 by Peter Arthur-Smith

Three or four weeks ago I found myself talking to an executive about his need to more consistently follow-through on key issues to make the greatest impact. Once this issue was out in the open, his obvious question was how he would accomplish this. He was already familiar with the Option Solving technique, so we readily started using it to figure out his best alternative.

We immediately embarked on developing the right question to prompt the options he needed for making the best personal choice. As part of that question we came up with a list of eight considerations, of which he chose 50% of them as more decisive than the others. Ultimately our question looked like this: “What is my best immediate approach in becoming more consistent in my focus, considering it’s easy to get mired in the day-to-day “muck,” my personal organization skills/discipline needs attention, to ensure………….see the Latest Example.

With this question in view, I now challenged him to develop “yin and yang” bookends, to not only frame things for his intuitive mind but also stimulate it to come up with the most plausible options. When you look at the latest example, you will see he picked: Don’t change and, at the other end, Back to earlier executive role. Since he wasn’t about to choose either, he gives the reasons for that.

Now his intuitive capabilities were primed to be as creative as possible, owing to the dissonance these two “bookends” caused. We then had a good creative discussion as he developed six options A thru F, again to be found in our Latest Example. Option Solving is clearly great for getting people to think out of the box, as you will see.

In our next blog in 2 weeks time, we will do a version of Peeling the Onion on his choice.  You will see how Peeling the Onion helped him find further refinements in his approach. This can go on for several iterations, which will provide ever greater tactical refinements to his original dilemma.

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: “An executive’s best option for becoming more consistent in his focus- Peeling the Onion.”  Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

 

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Peeling the Onion – Wooing someone our way: using Option Solving?

Posted on May 11, 2012 by Peter Arthur-Smith

Based upon our last example two weeks ago, my friend opted to Peel the Onion on his option choice at that time. Assuming he chose option A:  Expose him (John) to more products and materials to hold his interest”: then our Latest Example shows the new related question, considerations, bookends and sub-options that emanate from that choice.

This now gives my friend a new range of options to consider. So he now engaged in “emotional distancing,” by working on something else for a while, and then returned to select an additional choice from his sub-options. This now refines his approach toward attracting John.

If my friend so wishes, he can repeat the Peel the Onion exercise in order to find further refinements in his approach. This could go on for several iterations, which will provide ever greater tactical refinements to his original dilemma.

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: “An executives best option for becoming more consistent in his focus.”  Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

 

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What can we do to woo someone our way: using Option Solving?

Posted on April 27, 2012 by Peter Arthur-Smith

Following an introduction to a possible future executive by another professional, a friend sat down to prepare for his first face-to-face meeting with John following a brief introductory phone call. Bringing John aboard would be a real ‘coup’ for my friend’s organization, so he was open to consider his options prior to any meeting.

By going to our Latest example, you can see the steps that my friend followed to develop a range of options. These included:

Step 1: Start formulating an appropriate question.

Step 2: Complete this question by clarifying the key considerations.

Step 3: Create two extreme edge “bookends” from this comprehensive question that frame future options and challenge our intuition to create plausible options.

Step 4: Create at least 5-6 plausible options.

Step 5: Allow for some “emotional distancing” so that our intuition can make an optimum choice.

Step 6: Make the choice and then either ‘Peel the Onion’ or consider ‘Next Steps” relative to the final choice.

My friend was now better prepared for his face-to-face meeting and next time we will learn about the outcome and how he had to ‘Peel the Onion’ on his choice, in order to progress things further.

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: “‘Peeling the Onion’ on this week’s choice.”  Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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What can I do to win a second chance: using Option Solving?

Posted on April 13, 2012 by Peter Arthur-Smith

Just over two weeks ago, I found myself with a small group of salespeople who were sharing business development experiences. One person in particular shared how he seemed to be shut out from an important prospect after an initial meeting which obviously went wrong. He was seeking advice on how he might change the situation, especially as he was at a recent reception where he met certain people from organization X who were wondering why there wasn’t a working relationship with him. This salesperson knew the company principal , but he was not in favor with the buyer S.

I took it upon myself to introduce this group to the concept of Option Solving for resolving difficult situations. After sharing the necessary steps, I encouraged them to come up with a question that would challenge their intuitive minds to develop some alternative solutions. Their question started out with:  What is the best immediate option to get a second chance with S: considering…?

They came up with a list of ten considerations, but decide to focus on 50% of these (or 5), which included: “The failed first attempt, non-response since (despite extra efforts), S’s boss had reintroduced A (the salesperson), the people at X lamented the lack of A’s involvement, and the need to do better next time around.” You will find the full question in the blog’s Latest Example.

With this question in place, they set about arriving at two “bookends”. These were to be two extreme, “yin and yang” options that would provoke their intuitive mind’s to push them away in preference for more plausible options. They would also set boundaries on the range of alternative possibilities. Following some lively deliberations, they produced two: “Sit and wait for S to call (she may never do so),” and “Do something bizarre to catch her attention (this may invoke more difficulties).” Note how each bookend was qualified as to why it wasn’t a viable option.

 Since the group couldn’t work with these extreme options, they rapidly started exchanging alternatives.  Ultimately they created 5, two of which were: “Wait for 2 weeks and nudge her boss again,” and “Send something special to S in the mail” You will find their three other thoughtful options in our Latest Example.

Now we adopted some “emotional distancing” for the next 10-15 minutes, where we talked about other sales challenges. We covered up their option picture in the meantime, so that the group’s “innate common sense” or intuitions would work their incredible magic, in an instant, once they returned to it. During this emotional distancing, their minds would subconsciously chew over all their similar experiences and ideas.

At the 15 minute mark, the option picture was uncovered and participants were requested to confidentially write down the alphabet letter that corresponded to their choice.  It only took a few moments for them to hand over their “ballot” choices. Once the tally was in, a primary choice emerged: even though there were other suggestions. ‘A’ decided to pursue this suggestion, since it was the “wisdom of the crowd.” We can tell you it was the right choice: you can take your own guess.

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 can we do to woo someone our way?’  Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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What can I do to win the cooperation of an important alliance: using Option Solving?

Posted on March 30, 2012 by Peter Arthur-Smith

It wasn’t so long ago that I was discussing with a senior operations executive about his challenge of building a more productive relationship with a key business alliance. He advised me that the entity in question wasn’t that easy to work with, owing to the personalities involved, even though the prize of an effective relationship would be considerable for both parties.
It was only natural to encourage this executive to think about his own style of operating, for him to understand to what extent he was either helping or hindering things. Unfortunately, as is the case with a number of executives, his rather brusque and domineering style was clearly not helping the situation. Even so, I thought, if I could get him to come up with positive solution, perhaps I could also encourage him to look at his own style in the mix.
By explaining to him the option solving technique, he was intrigued to work with it as a way on unearthing a viable solution. After running through the various 6-7 steps, we set out to create the most appropriate question starting with: What can I do to win the cooperation of an important alliance: considering…?
Together we produced a listing of five considerations and he decided to incorp-orate all of them, which included: “The financial sensitivities involved, egos at stake, safety issues involved, need to optimize reliability, and the huge prize of success. Go to the blog’s Latest Example to see the question in full.
Now his question was ready, he set about producing two “bookends”. Two extreme, “yin and yang” options that would test his intuitive mind to reject them in a search for more appropriate options. Simultaneously, they would also set limits on the range of option possibilities. After some thought and discussion, two bookends emerged: “Get rid of current alliance (although there were few viable alternatives available),” and “Do it ourselves (this would mean a major invest-ment).”
His intuition could not buy-into these extreme options, so he quickly started searching for alternatives. Note how he qualified each extreme stance with a rationale as to why they were unacceptable: a further nudge to his intuitive powers. With these testy “bookends,” his intuitive mind started racing to find better options.
You will observe how he produced an interesting range of 5 options, which can be viewed in the blog’s Latest Example. One of them included: “Stand back and be hands off.” You will notice he came up with four other rather thoughtful options, also to be found in our Latest Example.
We took a break for about 15 minutes to permit some “emotional distancing.” We discussed some other quite unrelated issues, with our original picture of options turned over on the table, so we could concentrate on something else for a while. It was important to allow his intuitive mind to work its subconscious magic and chew over the options, at the same time seeking comparisons from past experiences…all in a relative instant.
When we turned the sheet back over, he took a few moments (literally) to review the contents and then made his choice. This choice was to work best for him and the situation as he saw it. I didn’t waste this epiphany moment, since I used it to also talk about his own style as well as his next steps: both of which reinforced a positive outcome from his perspective. He could now, all of a sudden, see a clear way for moving forward, which is quite satisfying as you will already appreciate.
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 can I do to win a second chance?’ Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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What is our best option for minimizing vehicle claims: using Option Solving?

Posted on March 16, 2012 by Peter Arthur-Smith

At a recent practitioner’s workshop, one of the participants raised his dilemma with other group members about his need to minimize vehicle claims from their users. He pointed how his company moves people’s cars to and fro from the US to other destinations in the world. The name of the game is to do this with minimal or no damage to the owner’s vehicle, which is not always easy due to logistics, passing them through third party port staff, and the actual shipping activity where you are subject to mother nature’s weather conditions.
For this reason, his company uses vehicle processing centers for cars to be brought to, properly “wrapped” and then loaded onto and off-loaded from ships. The cars are closely inspected when they arrive and leave inspection centers at both ends. However, owing to the nature of the vehicle owners, word can spread on how to take advantage of the system.
So with the aid of his workshop “buddies” they set out to solve how they could keep claims to a minimum: his advantage was that he would get input from people outside his business. Those people could also be users of his company’s system. The group set about developing the best question, which commenced with: “What is our best option for minimizing vehicle claims, considering…”
They then came up with a list of seven considerations and reckoned on making use four of them (a little more than 50%, since it was an odd number of considerations) – both constraints and opportunities – that included: “Need to sustain high client satisfaction, minimize financial losses, maximize employee education, and ensure we encourage good customer ‘ethical’ behavior.” The blog’s Latest Example shares the question in full.
Once they had their question ready, they knew they had to produce two “bookends”: two extreme, “yin and yang” options that would challenge their intuitive minds to reject in a search for more plausible options, but also set limits on their option picture’s range of possibilities. Their collective intuition would not accept extreme options, so would quickly start them searching for more feasible ones. Following some deliberation, two bookends emerged: “Status quo: continue to accept X% claims on delivery,” and “Terminate sub-performers: a major investment.” Note how they came up with extreme stances, but qualified each one to clarify what “status quo” or “terminate its own staff” would mean; rather than just state extreme options. With these provocative “bookends,” their intuitive minds went to work on better alternatives.
This group then created 5 alternative options; these can now be viewed in the blog’s Latest Example. Perhaps their most interesting choice was: “Have customers complete an inspection ‘pre-form.’” We can assume they were referring to users doing their own pre-inspection at the time of handing over their vehicle: this was offered by a group member who was not part of the company. Their other four options can be found in our Latest Example.
They broke off for about 10 minutes to allow for some “emotional distancing.” They went in different directions: refreshments, catch up with people on their cell phones, find the bathroom, or break off into other conversations. After 10 minutes, the issue sponsor was anxious to get them back and get their confidential votes. Their choice is not important to readers because you were not in their shoes and tempt you to second-guess them. Even so, it was clear the Vehicle Executive was pleased with the outcome because he received fresh perspectives and they had explored all reasonable options.
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 for an executive to decide, ‘What can I do to win the cooperation of an important alliance?’” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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What is our best option for still holding a workshop with time running out: using Option Solving?

Posted on March 2, 2012 by Peter Arthur-Smith

It wasn’t so long ago that two workshop partners and I were debating over whether to continue with a planned option solving practitioner workshop. We had set everything up for a New Year launch, knowing that each of us would be individually facing a hectic spell early in the year before the run up to the work-shop. Despite our early promotional activities, prior to our respective hectic-spells: when we returned, our webpage wasn’t working properly and with few indications of responses. We were left with the awkward dilemma of what to do.
We organized a conference call to discuss the situation. But before that moment arrived, I decided to work through the situation privately in advance: another good use of option solving. Quite naturally I set about developing the best question, which started with: “What is our best option for continuing with our planned workshop, considering…” I then developed a list of seven considerations and decided to utilize four of them (a little more than 50%, being an odd number) – both constraints and opportunities – that included: “No firm commitments to date, a week to go before paying for room rental, five people had shown some interest, and reluctance to test patience of co-partners.” The Latest Example displays the full question.
With my question in place, I set about producing two “bookends”: the two extreme, “yin and yang” options that would not only set limits on any overall option picture, but also tease my intuitive mind to draw upon its creativity to come up with other plausible options. Our intuition doesn’t respond well to way-out options, so will quickly start looking for the more feasible ones. After a degree of deliberation, two bookends emerged: “Start from scratch again, which would likely cause my partners to opt out,” and “Make it happen, no matter the costs: even if that meant everyone attending for free.” My intuition pretty quickly started aggressively rejecting these, but now started searching for alternatives.
Now I set about producing at least five potential options; these can be viewed in the Latest Example. My third choice was: “Postpone for one month and fix the technical issues.” My other four options are to be found in the Latest Example. Putting this picture together made me feel much better prepared for the forthcoming conference call with my partners, as well as enabled me to test all the ideas on them.
At some point we allowed for some “emotional distancing” by discussing other issues and then returned to consider our best option in the circumstances. It’s not fair to share our choice, since you weren’t exactly in our shoes. In any event, we did proceed with the workshop as planned and it was pretty successful.
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 ‘What is our best option for reducing vehicle claims?’” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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  • Six Principles of Option Solving

    1. Ask the right contextual question and frame the possibilities through bookends
    2. Be imaginitive and think "Out of the Box"
    3. Avoid asking "how, why, when or where" until the best option is identified
    4. Avoid excluding any option until all options have emerged
    5. Allow participants to support a less than conclusiv option
    6. Accept hunches or gut feelings