“Hey, Stan, what’s that giant contraption over there in the corner? I’ve worked in a number of industries in my career, including health care setting where everybody is frantic—all the time. They didn’t have time to deal with heavy, temperamental Etch-a-Sketches. Millions of dollars’ worth of Etch-a-Sketches collected dust, forgotten and unused in their “ovens.” Everybody was unwilling to talk about it.
Keep in mind Each of the five steps uses a different mindset to clarify the problem and push your thinking to better solutions.
The key is not to mix them up and keep focus during each step.
Instead, our muckity-mucks chose a proprietary vendor, with proprietary software and proprietary electrical charging stations that were quickly dubbed “ovens.” The devices were as enormous as Etch-a-Sketches. was born in the early 1980s at Xerox Corporation, and it revolutionized the process of creating comfort with high-ticket, high-risk, complex products and services. Did you notice an entire step is missing from a legitimate problem-solving process?
Today, if you have any purchasing authority whatsoever, you already know the patter of a solutions-sale professional: “What keeps you up at night? To refresh, isn’t just an interpersonal problem-solving process: It can also be used at the organizational level to improve decision-making process, improve results, eliminate wasteful purchases, and streamline new process and equipment rollouts.
It is a simple 5 step approach, but each step comes with a distinct mindset.
I look at it like jumping from a diving tower for the first time. Consolidate your thoughts and ask further questions.
Method III problem-solving, taught intensively and experientially through Leader Effectiveness Training, is a living, breathing, widely applicable skill set pays dividends across organizations, in unexpected ways.
Fewer regrets about big-ticket solution$ that didn’t quite work out the way they were supposed to (because a skilled Method III problem-solver knows skipping Steps 2 and 3 in the decision-making process leads to fundamentally flawed decisions) is just one.
Bottom line: Entering a discussion with a solution already in mind is usually a recipe for a bad decision, because it’s a discussion that’s artificially constrained and focused on one solution, not needs.
That’s how we end up with Solution$ Graveyards and cascading unforeseen consequences.