Strategy Workshops

PROBLEM SOLVING WORKSHOPS

We help you see wood for trees and the way ahead.

One of the most common errors in formulating a successful response to a pressing problem is the “Steady Fire Aim” reflex.

Quickly assess the danger, instinctively “know” the right thing to do, give orders to execute the new plan. This approach has the advantage of not wasting too much management time but has the disadvantage of very often being wrong.

There could be many reasons why so many decisions are taken without the benefit of a short period of reflection before the leap into action and expense.Perhaps the neuro-transmitters which govern stress levels have a part to play in closing down the brain’s ability to pause before making an important decision.

Could it be the greatest of the Seven Deadly Sins, hubris - the love of one’s own excellence. Sometimes people would rather remain lost than ask for directions.

Alternatively it may be that managers have never been intoduced to the basic techniques of strategic problem solving.

If you are conscious that you or your company sometimes adopts the “Steady Fire Aim” approach then you may get value from the CORE model.

CORE stands for Conditions, Options and Risks……prior to Execution.

Step 1 - Conditions.

Take a “helicopter” view of all the circumstances that have been, are now and might be affecting your  current scenario. Gather enough data to see emerging trends and themes but do not proceed to action plans yet. You will never collect all the relevant background data but do what you can and don’t get too hung up about small detail. This is the time for big sweeping brush strokes.

Step 2. Options.

Pause and brainstorm for possible options. Stop yourself from leaping before you have assessed where the real dangers and opportunities lie. Give yourself choices.
There are some very simple techniques which help you to trigger fresh thinking about your available options - you always have many more options than you imagined you had when you were stuck in the problem rather than the solution.

Step 3. Risks.

There are 5 simple questions which you can ask to determine if any of your options have merit or not. These questions are applied common sense but are the missing next step in decision taking. They are designed to filter out the most commercially viable and deliverable option to give you a sustainable competitive edge.

Step 4. Execute.

Finally when you can see the wood for the trees and have a path to follow you can safely step ahead and execute your plan.

If you would like to know more about CORE Strategic Thinking email the author of this article at peter.urey@fearlessconsulting.co.uk