Workplace Playbook II Connect ara bouloutian
nect
CONNECT is a system in how to think when communicating in the workplace. It programs you to gain the respect of peers, superiors, and subordinates.
Module 4: The Process
ara bouloutian
Connect
The Process
Copyright 2010, Ara Bouloutian. All rights reserved. No part of this document may be photocopied, reproduced, or translated into another language without the prior written consent of the author.
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process
THE SCOREBOARD CONNECT Pre Game Breakdowns Minimizing The Process The Tool Box Managing Conflict Walking On Eggs Common Tasks Playing the Game End Game
Interpersonal communications or good chemistry is primarily about your make-up going all the way back to your childhood. It’s far less about any formal training experienced.
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process
Communication & Problem Solving The most common activity, maybe upwards of 90% or more of your time, is in resolving a variety of day-to-day issues…or problem solving. To start, here is a list of common tasks in need of resolution: *
Figuring out a process to attain an objective(s).
*
Planning what things to accomplish today, this week, month, quarter, and year.
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Figuring out (troubleshooting) why something is going wrong.
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Discussing an issue with a customer.
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Coaching and giving feedback.
*
Counseling a worker.
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Discussing the possibilities of having an after work party.
*
Figuring out how to win a game of two-hand touch football.
*
Baking a cake.
It may appear to be something of an exaggeration to suggest that over 90% of interpersonal communications involves problem solving, but when looked at closely you can see how problem solving is part of most things people do, including planning a job or mission, figuring out which house to buy, figuring out the best piece of equipment to buy, planning a chess match, organizing a neighborhood baseball team, planning a party, or any number of other day in and day out activities.
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process
THE PROCESS Knowing that most of the work we do from day to day involves problem solving here is the process to guide you through your efforts. *
Identifying Issues
*
Determining Solutions
*
Determining Costs/Budgets
*
Determining Time
*
Getting Buy-In.
Completing the process can take place in a matter of minutes or over the course of a year, depending on the nature of the issues. Some conversations involve only some of the steps and go no further. The steps apply to internal as well as customer issues. Each step involves prompting others to paint the picture before offering your views.
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process
ISSUES: The Issues, Details, Consequences The issues involve collecting all the information possible on the challenges at hand. *
Issues: Ask for the issues, challenges, barriers, or difficulties to be resolved.
*
Causes: Ask for the reasons / causes of the issues.
*
Consequences: Ask what will occur if the issues persist. This will be reflected in less productivity, less profits, and so on.
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process
PLAYING THE GAME An example of using the process and painting the picture to discuss issues: Roger:
Sedgley, I do believe we have a problem.
Sedgley:
Really Roger. What’s that?
Roger:
It’s the party for our client, Ian Carrington.
Sedgley:
Yes?
Roger:
We are having a problem getting the entertainment.
Sedgley:
What? How can that be?
Roger:
The people Mr. Carrington favors are previously engaged.
Sedgley:
What could they possibly be doing?
Roger:
It seems they are entertaining the Queen.
Sedgley:
Humm, yes I do suppose it could be a bit sticky pulling them away. What will happen if we can’t resolve this?
Roger:
Humm, well as you said, “It could get a bit sticky…very sticky.
Notice every question was an open question, causing Roger to paint. The Issues step identified issues, details, and consequences.
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process
POTENTIAL SOLUTIONS Solutions are specific actions that resolve the issues. Here are the steps: *
Ask for a potential solution(s)
*
Ask for the features offered by the solution
*
Ask for the benefits offered by the features
*
Ask for the payoff to be gained by the solution in units and/or dollars and cents.
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process
The above information is collected by prompting a person(s) to paint the picture. Here is how it might sound: LEO:
What’s our biggest problem? (Identifying the issue)
IVAN:
Well I would say it is Center Field.
LEO:
Why Center Field? (Collecting more detail – reasons)
IVAN:
We have lost too many games due to poor defense and on top of that our present Center Fielder is a poor hitter.
LEO:
I see. So what happens if we try doing with what we already have? (The consequences).
IVAN:
We go nowhere in the standings.
LEO:
What can we do? Who do we have? (Identifying a solution)
IVAN:
We have a fast Center Fielder with our San Francisco Seals Minor League team named Joe DiMaggio.
LEO:
Fast huh? What else? (The benefits)
IVAN:
He throws with pinpoint accuracy and hits home runs with great frequency and has an average well above 300.
LEO:
Humm, maybe we should take a look at him.
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process
POTENTIAL COSTS/BUDGETS With an ideal solution agreed upon, costs need to be planned. Depending on the situation cost may be monetary or non-monetary. In life cost can be represented by loss of a friend, an object, ones freedom, etc. In business, monetary losses are the primary concern. Next, for each cost, we determine the payback or return-on-investment (ROI), to determine how much will be gained in dollars and cents. Getting someone to paint the picture of cost might sound like, “Now that we have identified the issues and an ideal solution, roughly how much might this cost? And what kind of Return on Investment can we expect from this kind of expenditure?”
TIME FRAMES Determining a time frame is rather straightforward. You need to get the other person(s) to paint the picture of an acceptable time frame for action. It’s important for the time to be reasonable. After all, if nothing will happen for the next 50 years, there is no point in planning. “When should we move forward on the project?” “When will be a good time for us to press on?”
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process
BUY-IN: One-On-One When time is decided, it’s necessary to gain agreement from everyone. If it’s a one on one situation, it might be as simple as getting Elmer to paint the picture roughly this way: “Elmer, it sounds like we pretty well have everything figured out. We need the latest technology in horse drawn plows. We’ve agreed on how much we can spend, and we want it for this coming planting season. So, what do we need to do next?” Notice how you are using a question to prompt the person to paint the picture on his/her agreement.
BUY-IN: Team or Group When there are more than two people involved, the process is the same. Ask each person what s/he believes the next step should be. Or, ask each person for an up or down vote. Because getting straight answers from a group can involve some politics, here is one way to be certain of getting honest answers (per Rob McNeil, a corporate consultant friend). Let’s assume a manager is holding a meeting on how a sales team can improve performance. Everything has been discussed with the staff members and the VP of Sales wants to be certain of getting an honest decision. The manager summarizes all of the information resolved for each step and says, “If you agree say “yes”, otherwise it’s a “no”.”
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process
ASSUME THESE ARE THE RESPONSES FROM EACH PERSON: (1) (2) (3) (4) (5) (6) (7) (8)
Oh, I think it sounds okay. Yes. I agree, with just one suggestion. I think we also need to make an adjustment to the territories. Otherwise it’s great. I think we have more work to do. I’ll say yes. I like it. I think I can live with it. I’m in. I think it sounds 99% solid.
When the leader asked for agreement it was worded: “If you agree say yes, otherwise it’s a no.” Study the responses closely and you will see that only three agreed without exception - numbers 2, 5, and 7. This happens frequently. People respond in a manner that sounds like agreement, but they are qualifying their responses with added comments. Many people are either afraid of risk or are diplomatically holding back a point of view. If that is the case, it is better not to move forward until each person can explain what is behind his or her uncertainty. Getting clarity eliminates the age-old phrase that frequently pops up later if things don’t work out as expected…
“I TOLD YOU SO!”
Copyright 2010 Ara Bouloutian. All rights reserved.
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The Process PLAYING THE GAME
Let’s go back to a real situation in industry to demonstrate the overall process. On one occasion, an outspoken employee who never minced words came into the office of the VP of Operations with a big complaint. This is a rough demonstration of the conversation: The employee said, “We’ve got a problem here.” Knowing his nature, the VP responded, “Oh, what seems to be the problem?” (Step one - identify issue) He responded with, “The problem is, xxxxxxxxx xxxxxxxxxxxx xxxx xxxxxxx. I’m telling you it’s a mess.” The VP responded with something like, “Well why do you think this is happening?” He went on and on about why the problem persisted. Whenever he would pause the VP would say something like, “I see; what else is happening?” or “What else can you tell me?” After listening to everything, the VP asked, “What do you think we need to do?” (The solution step) He went on and on about how he would handle the situation. The VP continued with, “And what else?” or “Why that way?” and so on. By the time the discussion ended, the employee had presented the problems, the solution, and some rough costs. It made all the sense in the world…as he usually did. The VP suggested the ideas be reviewed with the team to see what else might be useful. He left the office satisfied he was able to express himself fully and get something accomplished. The problem was solved, everybody was happy, and the VP didn’t have to get a headache thinking of how to solve the problem. He simply guided the employee with open questions to paint the picture of the problems, the solutions, and so on. Ask questions and listen - easy huh? It would appear the talker controlled the conversation, but it’s really the person who knows how to ask questions, listen, reflect, and evaluate. Had there been need to disagree and offer alternatives, the opportunity was always there. The bottom line; the leader got a solution that s/he may have not considered.
Copyright 2010 Ara Bouloutian. All rights reserved.
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Connect
The Process
THE SCOREBOARD CONNECT Pre Game Breakdowns Minimizing The Process The Tool Box Managing Conflict Walking On Eggs Common Tasks Playing the Game End Game
Communication is problem solving; Problem solving is communication.
Copyright 2010 Ara Bouloutian. All rights reserved.
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Connect
The Process
End of The Process
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