META-PROGRAM THINKING FOR OUTCOMES
During our study time at Starbucks a few days ago, Geraldine and I were reading and enjoying our morning coffee and tea.
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During our study time at Starbucks a few days ago, Geraldine and I were reading and enjoying our morning coffee and tea.
As a problem-solver, here’s a warning. When you are working on solving a problem and you come upon an answer—be very, very careful.
I’ve been discovering that most people think are a bet perplexed when it comes to the question in the title above.
In the 1990s when Bill Clifton was running for President, James Carville came up with a campaign slogan that began an ad and theme for the campaign, “It’s the Economy, Stupid!” In those short four words, Carville summed up the whole reason for people to vote for Cliton.
Earlier this year I began making a new distinction, the distinction between a real problem and the problem-confusions.
If there is any book that comes the closest to a book on managerial problem-solving, it has to be The New Rational Manager by Charles Kepner and Benjamin Tregoe.
Alfred Schoennauer published his book, Problem Finding and Problem Solving (1981).
Historically, and even today, organizations often treat defects in production as a problem to solve.
Where there are problems, there are almost always symptoms. Incredibly there are many times when the symptoms feel worse than the problem.
The great distinction is the difference between a problem and its symptoms.
When it comes to problem-solving, handling a problem occurs on a continuum.
Many people think that the art of solving problems means being creative or intelligent or lucky.
“It’s the economy, stupid!” was the winning slogan that played a big role in getting Bill Clinton elected as president.
While it’s easy to take the comment in the title (“It’s all in your head”) as a criticism or an insult, it is actually a recognition of your cognitive powers.
Now talk about a wild and crazy idea! Thriving on problems?! Really? Well, yes, that’s the vision of developing expertise in problem-solving.
For the past few days I have struggled with a question that I began considering when I heard the President’s State of the Union speech.
In the last blog we explored the three meta-levels of problems and because of those three meta-levels (Neurons #7), each level also triggers different kinds of symptoms.
Once you are ready to begin a meta probe into the meta-levels of the mind—you begin the journey to where we create meaning and where we create problems (Neurons 2026 #7).
Once there is a problem, there is problem solving. Once you or another person has created a problem which blocks him from reaching his desired outcome, you thereafter become engaged in problem-solving.
What you have to know, and not only ‘know,’ but fully realize at a feeling level, is that all problems occur in someone’s mind.
One thing is obvious in terms of developing your expertise in problem-solving—you have to up your game in how you think and the quality of your thinking.
My focus in the last post was to identify the typical and conventional ways we commonly approach problems which are not only wrong and do not work, but often makes things worse.
Let’s begin with the presence of a problem. Imagine that you have a problem or someone you know has a problem.
Here’s something audacious to imagine—imagine that you set out to solve a problem in five minutes.
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