Observations. Hypothesis. Ideas.
In the process of facilitating a workshop today, I was struck with how quickly we arrived at some great epiphanies. As I went back and reviewed what all we did and how it came together from a process standpoint, I extracted a few elements that seemed to really stand out that had never crystallized for me up to this point in doing these types of things before.
I’m running with a working title of the “Behavioral Facilitation Model.”
I realized that the questions we were asking and posing were driving toward honest observations of where things are now, where the client wished they were and, most importantly, the constraints preventing or opportunities yet to be grasped that stood in the way. …
I can certainly understand managers that are reluctant to hire “problem solvers”.
Firstly, hiring one means admitting that you likely have some problems or at the very least, challenges (or if you are really into lack of transparency, opportunities) — and not everyone has the courage for that.
Secondly, “problem solvers” tend to be more independent and opinionated, and are less “manageable” (yours truly included). They “dare” to raise issues and are reluctant to leave alone problems that management refuses to perceive or address openly. …
Ruts. That is what I learned about most. So many new things about ruts.
I grew up in northern Indiana (Go Irish!) and we had clay. Boy, did we have clay. Didn’t matter how big your tires were or how much horsepower you had. If you got stuck in a muddy clay rut, you were walking to the nearest farmer with an 8000 series John Deere to pull you out.
When things started coming to a close with my last role at a consulting company, I knew it was time for what was next. I had fielded plenty of phone calls from people asking me to interview to join their teams, I had ideas of what I thought I should do next, and more importantly, I had a number in my head of what I felt I was worth. …