Where to?

Where To From Here?

• It is easy to proclaim a problem. It is more work to clearly define it.
• It is easy to lay blame; it is hard to determine why.
• It is easy to write a dream; it takes commitment to figure out how to make it happen. 

If these three premises are correct then we have a lot of work ahead of us. To help us accomplish this, there are two quotes I’d like to share with you first; they should help our journey unfold more naturally and with more success. 

First, an anonymous item: “Over-thinking ruins you. Ruins the situation, twists things around, makes you worry and just makes everything much worse than it actually is.”

The second is a quote from John Lennon: “It matters not who you love, where you love, why you love, when you love or how you love, it matters only that you love.” 

Proving we can think or play the intellectual role often gets in the way of solving problems. The process alone distracts us. Energy is spent combating ideas we may not agree with. Nitpicking becomes prevalent. We arrange talking points that we like into arguments with ideological punch. Why this is so I am not sure. But that is less important than recognizing that we do tend to behave in this way.  

Seeing the behavior makes it easier to avoid as a pitfall. Let’s see if this helps get back on track.

1. Admit we have problems that need fixing.
2. Identify which problems we’d place on “the most important” list.
3. Prioritize the listed items; order them like this:
1. Which is the most important?
2. Which are contributors or codependent on each other?
3. Place the codependent items as sub headings of the other items
4. Reorder the list again from most important to least
5. Now lop off anything beyond the top three
4. Start work on the top three items

Making this list is important work. If we don’t worry about why the problems exists in the first place, we can focus on the fact that a problem exists and that an improved outcome is desired. That cuts short a lot of argument and time. Stop the blame game. Stop braying at each other. Just list the problems we are facing. Prioritize them. Cut the list’s complications by identifying sub-items as non-primary issues. This streamlines our thinking process. 

The next step is to work the list. The very first tactic is to decide whether the topics will be worked simultaneously or one at a time. Hint: in spite of our best intentions, many items rely on other issues or developments to be successfully managed. Working each issue one at a time in order of importance will keep the work place simple. If we encounter sub issues that are important, identify them as such and transfer them to the list as sub issues to the other prioritized items for later work. 

Clearing the decks in this manner will make it easier to follow this process:

1. Focus on the topic area. If you have to, close your eyes and let your mind ponder the topic. Do this to a point of calm. Just focus on the problem area.
2. Now, imagine what would be happening if the problem were solved, no longer present. What would be happening in our society, or world? These are the outcomes if the problem were solved, made to disappear. Note as much about what is happening under these more ideal conditions.  List them. Discuss them as a group. Develop a list of unduplicated items. These are the outcomes agreed to by consensus.
3. Focusing on the desired outcomes, what has to happen to produce and sustain the outcome? This may produce a large list but prepare it anyway. Let the process work on each of the outcomes. Document these discussions so they can be catalogues, sorted for future work.
4. Analyze the noted material from Step 3. Determine the following:
1. Which items are duplicated? Rearrange notes and lists from Step 3 to simplify or group the material to shorten the list
2. Which items on the list are outcomes only; save these on a separate list as more descriptors of outcomes or goal measures
3. Which remaining items are codependent items? These are the ideas that support another key item on the list but are subservient to it; place these items in sub-topic category under the primary item
5. Sort the list from Step 4 into logical categories of which must happen first before later items can occur?
6. Assign a work group to develop an action plan for the most important item. And do the same for each item on the list until the entire list is covered. Do not begin work on later issues until the earliest is completed, then the next, and so on.
7. We are now ready to assess what we have written for action plans. What logical order has been established? Is it realistic? What timelines for accomplishing sub tasks have been developed? Are they realistic? Who is responsible for each task? Are we pulling in people with the most knowledge and ability to accomplish the tasks?
8. Once we agree with Step 7, it’s time to implement the action plan. Keep track of its progress and monitor for completion of desired results by deadline date. Be sure expected outcomes are measured and tracked.
9. Adjust the action plan as new data emerges that will affect our success in handling the action plan. Keep our work realistic and moving forward.

There is bound to be more complexity as time marches on. But if we start from a base of simplicity we should be able to absorb these complexities. And we will have the organizational skills to determine if the new complexities are stand alone items for future goals setting and action plans, or if they are an adjustment to our current work. 

Meanwhile we will gain more insight for what is important and what we can accomplish. I work from a positive viewpoint. The past is prologue. The present is to be lived. Both are prologues to the future. 

When can we get started on this process? And who will provide the leadership? 

May 9, 2012