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Casual Articles - Bridge Over Troubled Waters: 3 Questions for Group Problem Solving
The words CAD CAM are tossed around quite a bit in manufacturing circles, but what is it really? When we say CAD/CAM, do we really know what we are talking about? In my experience many of us do not. A simple definition is a good place to start. Computer-Aided-Design, and Computer-Aided-Manufacturing.Look around you, whether you are at home, or in the office. Almost everything you see around you was probably designed on a computer. With the exception of buildings that were made before the 1970’s and any antique furniture you may have around you at home, a very high percentage of the things we use everyday were designed using CAD.Automotive and Aerospace Design were responsible for the development of early CAD systems in the 1960’s and 1970’s. They were very expensive systems that cost over $ 100,000.00 per station. With the development of the PC, all that has changed, and CAD systems can be procured roughly anywhere from $ 500.00 to $ 5,000.00.Even with costly additional options, it is rare for a single CAD seat to cost more than $ 20,000.00, unless it is being used for some very high-end specialized function. The development of CAD CAM software has paralleled the rise of personal computers, which made this type software affordable for t
You know this group in meetings because they continually tell you how to solve the problem.
"All we need is to have each manager lend two people to the project."
"We need to establish a goal of answering every service call within 12 hours."
"Let's get someone in here to
Finding your first job out of college is an exciting and sometimes intimidating process. On the one hand, your future depends on it! You may be faced with new expenses such as rent, food, and student loan payments, and feeling the pressure to find the "perfect" job. On the other hand, today's workplace is much different from that of your parents' generation. The average person changes careers multiple times during his or her work history. Does this mean you should take your first job out of college lightly? Not at all—it simply means that you can stop worrying, and focus your energies on finding the best possible job for you at this time.Know What You're Looking ForIf you haven't yet identified your job target, now is the time to do so! Take advantage of your school's career services and job placement opportunities. These services exist for one reason: to help you in your career. Most career services offices offer a variety of assessment tools to help you determine your best career option. For some college students, this may mean a career outside of your major. For other students, this may mean identifying a specific career within the larger field of study.Do Your ResearchFinding your ideal job takes effort. It's not enough to
—Bernard Baruch
We've all had the experience of sitting in a staff meeting discussing some important issue to be solved or challenge to be overcome. Everyone is throwing out there thoughts and suggestions with one idea being trumped or dismissed by the next.
Then there is that moment of silence. One person interjects the most reasoned position.
Somehow while others were entrenched in the verbal exchange this team member found a simple and concise way of bringing all the information together. The comment leads to responses of, "exactly," "that's what I was trying to say," "you hit the nail right on the head."
Thirty-minutes of non-progressive discussion has just been moved 60 yards downfield.
If you weren't the genius proffering the great suggestion that got everyone's notice, you're probably sitting there thinking to yourself, "Why didn't I think of that?" If it wasn't your question that changed the course of the discussion you may ask yourself, "why didn't I say that?" Watching everyone rally around this new central idea you think, "That's exactly what I've been trying to say!"
How does this happen? How do intelligent, experienced, articulate people get so side tracked when discussing issues and how to address a situation? How do we spend hours in meetings only to leave with no clear resolutions that require more meetings for clarification?
The knowledge and ability to solve whatever problem you're facing is sitting around the table. The challenge is learning to access it in a way that leads to collaborative problem solving.
In my many years of training, coaching and consulting, I have learned that people come to the table with two mental maps to problem solving. The first is most oriented to seeing the problem as it IS today. They start with today and look backward for the answers. They keep us honest by reminding us of where we've been and the rules that should be followed. Their focus is WHY we are we in the situation we're in?
I call this group PROsiders. Problem oriented problem solvers lean toward getting results by avoiding past mistakes. This group is great at accurately reflecting the "pain" of the situation—what's wrong, when it went wrong, how long it's been wrong. In discussions they focus on why the goals can not be met and sound a little like this in meetings,
"We are receiving too many customer complaints about service"
"People want us to solve their problem rather than find the information on the website or the resource material we provided."
"We could get more accomplished but we've lost 20% of our staff."
"The goals are simply unreasonable working 24 hours a day we couldn't get this done."
On the other side of the table are the forward-looking idea makers. This group of SOsiders (solution oriented problem solvers) is sure they know exactly where the organization should be heading and exactly the tools, technique, or strategy that will get you there. They're belief is that sometimes you have to jump in and do something. They get results by being decisive, picking a path and making it happen. If you don't have what's needed, they have a plan for creating something new. Less constrained by the rules or limitations of the past, they are always ready to move forward. They focus on what can be done.
You know this group in meetings because they continually tell you how to solve the problem.
"All we need is to have each manager lend two people to the project."
"We need to establish a goal of answering every service call within 12 hours."
"Let's get someone in here to
There are many gurus of marketing these days and we find them everywhere and yet much of marketing is regionally based and market sector or industry sub-sector based and you need to consider this also. Someone who is a marketing genius in one area is not necessary a smart missile for another industry. Why is this? Well simple really.You see the buyer’s preferences and buying decisions, needs, desires and expectations are different. When marketing a small service company things are very different than marketing a simple retail store; sure one could say the objectives in advertising, public relations and marketing campaigns are fundamentally the same; that is to say get the customer to do something, think something or make a decision. Preferably to buy something from your company, right?Well Bonsai and Blitz Marketing Strategies are quite a bit different and when custom tailored to a service company they can really shake the core of your competition and boost your sales and customer base. Bonsai and Blitz Marketing is about knowledge based marketing, but not in the strict computer demographic sense, more in the grass roots sense. The first key is to know your market and who are your best prospects.To complete step one you need to use some MBA strateards downfield.
If you weren't the genius proffering the great suggestion that got everyone's notice, you're probably sitting there thinking to yourself, "Why didn't I think of that?" If it wasn't your question that changed the course of the discussion you may ask yourself, "why didn't I say that?" Watching everyone rally around this new central idea you think, "That's exactly what I've been trying to say!"
How does this happen? How do intelligent, experienced, articulate people get so side tracked when discussing issues and how to address a situation? How do we spend hours in meetings only to leave with no clear resolutions that require more meetings for clarification?
The knowledge and ability to solve whatever problem you're facing is sitting around the table. The challenge is learning to access it in a way that leads to collaborative problem solving.
In my many years of training, coaching and consulting, I have learned that people come to the table with two mental maps to problem solving. The first is most oriented to seeing the problem as it IS today. They start with today and look backward for the answers. They keep us honest by reminding us of where we've been and the rules that should be followed. Their focus is WHY we are we in the situation we're in?
I call this group PROsiders. Problem oriented problem solvers lean toward getting results by avoiding past mistakes. This group is great at accurately reflecting the "pain" of the situation—what's wrong, when it went wrong, how long it's been wrong. In discussions they focus on why the goals can not be met and sound a little like this in meetings,
"We are receiving too many customer complaints about service"
"People want us to solve their problem rather than find the information on the website or the resource material we provided."
"We could get more accomplished but we've lost 20% of our staff."
"The goals are simply unreasonable working 24 hours a day we couldn't get this done."
On the other side of the table are the forward-looking idea makers. This group of SOsiders (solution oriented problem solvers) is sure they know exactly where the organization should be heading and exactly the tools, technique, or strategy that will get you there. They're belief is that sometimes you have to jump in and do something. They get results by being decisive, picking a path and making it happen. If you don't have what's needed, they have a plan for creating something new. Less constrained by the rules or limitations of the past, they are always ready to move forward. They focus on what can be done.
You know this group in meetings because they continually tell you how to solve the problem.
"All we need is to have each manager lend two people to the project."
"We need to establish a goal of answering every service call within 12 hours."
"Let's get someone in here to
I used to think that “leadership” was the graduate level of management. As you learn more about people and the skills necessary to manage, you magically become a leader. In reality, it is vital to be both a manager and a leader. Here’s a summary of what both look like.Management basically means to maintain. So as a manager, you come in every day and focus your resources to accomplish objectives. So if you are in manufacturing, you focus on completing a number of widgets each day and make sure that the efforts of your team are aligned to do so. Management is more of a short term focus on immediate goals. Management is really the nuts and bolts of how things get done. If most of your activities during the day involve telling people what to do, then you are managing.Leadership is the act of inspiring others to want to accomplish long term objectives. Leadership deals much more with emotions. As a leader, you must create a vision of what the future will look like, and inspire your team to perform to a level to accomplish this vision. Leadership does not rely on day by day or even minute by minute direction from a manager. One of the key elements is to link the team member’s daily activities to this long term vision. Team members see the future a table. The challenge is learning to access it in a
way that leads to collaborative problem solving.
In my many years of training, coaching and consulting, I have learned that people come to the table with two mental maps to problem solving. The first is most oriented to seeing the problem as it IS today. They start with today and look backward for the answers. They keep us honest by reminding us of where we've been and the rules that should be followed. Their focus is WHY we are we in the situation we're in?
I call this group PROsiders. Problem oriented problem solvers lean toward getting results by avoiding past mistakes. This group is great at accurately reflecting the "pain" of the situation—what's wrong, when it went wrong, how long it's been wrong. In discussions they focus on why the goals can not be met and sound a little like this in meetings,
"We are receiving too many customer complaints about service"
"People want us to solve their problem rather than find the information on the website or the resource material we provided."
"We could get more accomplished but we've lost 20% of our staff."
"The goals are simply unreasonable working 24 hours a day we couldn't get this done."
On the other side of the table are the forward-looking idea makers. This group of SOsiders (solution oriented problem solvers) is sure they know exactly where the organization should be heading and exactly the tools, technique, or strategy that will get you there. They're belief is that sometimes you have to jump in and do something. They get results by being decisive, picking a path and making it happen. If you don't have what's needed, they have a plan for creating something new. Less constrained by the rules or limitations of the past, they are always ready to move forward. They focus on what can be done.
You know this group in meetings because they continually tell you how to solve the problem.
"All we need is to have each manager lend two people to the project."
"We need to establish a goal of answering every service call within 12 hours."
"Let's get someone in here to
For some people, a cover letter is something that though is truly worth doing, is actually quite stressful and even daunting.Usually, a cover letter is something one would attach to a resume. A cover letter could make or break your opportunity to score an interview. It makes sense therefore to devote serious effort and time in writing a cover letter that is good and effective.Basically, cover letters should always complement but never duplicate a resume. The purpose of cover letters is interpret the resume – which is usually factual and focused solely on data – and give it a very personal and soft touch.Cover letters are basically an employer’s first impression of you.Cover letter typesThere are basically three types of cover letters. The application letter is a type of cover letter which is made in order to respond to a particular job opening.Another type of cover letter is a prospecting letter. The purpose of this cover letter is to inquire on possible job positions available.A networking cover letter meanwhile has the purpose of requesting assistance and information in one’s search for a job.Cover letter designThe cover letter must be created and designed particularly for your specific purpose. It been wrong.
In discussions they focus on why the goals can not be met and sound a little like this in meetings,
"We are receiving too many customer complaints about service"
"People want us to solve their problem rather than find the information on the website or the resource material we provided."
"We could get more accomplished but we've lost 20% of our staff."
"The goals are simply unreasonable working 24 hours a day we couldn't get this done."
On the other side of the table are the forward-looking idea makers. This group of SOsiders (solution oriented problem solvers) is sure they know exactly where the organization should be heading and exactly the tools, technique, or strategy that will get you there. They're belief is that sometimes you have to jump in and do something. They get results by being decisive, picking a path and making it happen. If you don't have what's needed, they have a plan for creating something new. Less constrained by the rules or limitations of the past, they are always ready to move forward. They focus on what can be done.
You know this group in meetings because they continually tell you how to solve the problem.
"All we need is to have each manager lend two people to the project."
"We need to establish a goal of answering every service call within 12 hours."
"Let's get someone in here to
Anyone who has ever been in a crisis knows just how fast things can spin out of control. Once you’re in a crisis, planning is a luxury you can’t afford. Taking proactive steps to safeguard your reputation becomes harder, as you scramble to react to each new revelation or accusation.As a result, many organizations reflexively ‘shut down’ taking a ‘head in the sand’ approach with the public. Others rapidly shift from one strategy to the next, shopping for something, anything that will resonate with the public.In fact, so many high-profile gaffes have occurred, the public might be forgiven for wondering just who if anyone is in charge of the nation’s leading institutions and corporations.From the failure of the former Director of FEMA to acknowledge the suffering evident to anyone with a television screen in flood ravaged Louisiana and Mississippi, to the unintelligible or unbelievable statements of baseball legends called before Congressional committees investigating the use of steroids; the forehead slapping moments (‘What were they thinking?’) continue to preoccupy us.So what can executives learn from such high-profile blunders?First and foremost, its that crises don't HAVE to leave reputations in ruin. It’s not the crisis as much as exactly the tools, technique, or strategy that will get
you there. They're belief is that sometimes you have to jump in and do
something. They get results by being decisive, picking a path and
making it happen. If you don't have what's needed, they have a plan for
creating something new. Less constrained by the rules or limitations of
the past, they are always ready to move forward. They focus on what can be done.
You know this group in meetings because they continually tell you how to solve the problem.
"All we need is to have each manager lend two people to the project."
"We need to establish a goal of answering every service call within 12 hours."
"Let's get someone in here to train these people and get them up to speed."
"We could improve the user interface and make accessing the information more straight forward."
This is how most of our meetings go. The problem-side analyzers constantly tell us why we can't move ahead and the solution-side problem solvers are sure that they have discovered the Holy Grail. Round and round we go while the clock keeps ticking. My experience has taught me; however that both of these positions are absolutely necessary, equally relevant and also equally flawed. Both perspectives are based on narrowly tailored belief systems and personal work and life experiences.
PROsiders are mired in today and can't see past the current situation. This groups needs to accept that no situation is either as harsh or as fair as we'd like to believe. What has happened or is happening is important but only to the degree that provides information about how to move ahead.
In contrast, SOsiders are so focused on the future that the realities of the day are overlooked. This group has to learn that everything might be possible but may also be too costly or there are far too many constraints to make it probable. Each view is predicated on one's own limited set of work and life experiences.
When people get entrenched in their position and decide on a course of action without first looking at the problem from all angles, the goal and intent of the discussion gets lost in the translation. PROsiders and SOsiders may be speaking same language but with different dialects. One keeps explaining shy things are they way they are and the other keeps throwing out suggestions that can't be paid for or implemented.
And if you think the source of the problem is the people at the table—you're right. Because PRO and SOsiders are so rooted in and heavily invested in their own view of the issue, the only way to slow them down and have any chance of getting everyone focused is to ask questions for which neither has a prepared or definitive answer. Putting these two views together completes one whole picture and provides invaluable insight needed for collaborative problem solving. Working collaboratively to solve problems means building a bridge from where we are to where we need to be.
Every meeting—every business problem—could use some expert bridge builders. These people do more than interpret the language of PRO and SOsiders; they bridge the gap between them, get people focused on the goal. The more troubled the waters, the more bridge building that's needed.
How do you learn to build the bridges to better problem solving?
You resist the temptation to jump into the fray. You clear your mind of reactionary assumptions and knee jerk responses. Before you say one word, ask yourself "Why?"
Why is this issue worth the time we are spending on it? If I'm right and the answer is so obvious why is there disagreement?
Only when we are challenged to think beyond our established viewpoint can we begin to see the path that we should be on. In this
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