Monthly Archives: November 2009

A ‘value’ is a way of signaling ‘what is important’ to a person, group, team or community. ‘Values’ are a set of emotional rules followed to make decisions. Values are useful to determine integrity and honesty. It is easier to … Continue reading →

Words are misused and abused. Or so it seems anyway. Its important to know the underlying meaning of words for you as well as the other person. Take the word ‘theory’. In the corporate world, in a disagreement, proposals are … Continue reading →

It would be nice to know everything about the problem before starting solution. The imperfections of this world prevent us from getting a 360 degree view of a problem or situation can be classified as: Unknown: You don’t know the … Continue reading →

Executing strategy is a matter of finding, building, inventing and leveraging linkages. In Six Sigma linkages are known as the ’cause-effect’ relationships. You define the problem (the difference between desired and actual) and then try to find out the root … Continue reading →

It is helpful to know the difference between ‘understand’ and ‘agree’. If you and the other person don’t understand each other, make assumptions and proceed down a path of defending ideas, communication gaps are inevitable. A sure symptom of a … Continue reading →

In trying to analyze complex scenarios or propose solutions, clear thinking and suspending judgment is required. Consider the following: Look for the use of “should” and “should not.” These usually result in ‘moralizing’ and ‘put downs’. Set, define or propose … Continue reading →

When in doubt, take baby steps. Direction does not matter, since the steps are small its easy to course correct. Not moving is not learning. Not moving is not building strength and confidence. True for babies, true for strategy execution. … Continue reading →

A problem is defined here as the difference between ‘desired’ and ‘actual’. If your audience does not recognize a problem exists, don’t try to solve it. Try to figure out why they do not think a problem exists when you … Continue reading →

When working with diversity, its frustrating to deal with teams and people who are at different levels. Those who ‘know more’ are scornful of those who ‘know less’. Those who ‘know less’ keep insisting they have value to add and … Continue reading →

In one of my earlier posts I had said that ambiguity is going to increase, not decrease. This continues to be true. Most leaders have the following guidance to their follows: “Deal with it.” This advice is a reflection of … Continue reading →