The meeting started like a hundred others before. There are five conference sitting around the table, people were like they always have, a problem that had popped in the last few weeks trying to solve. If you can see and listen from another room you would not find major argument or conflict. These people worked together before and had all the outward appearances were pretty effective as a team. After an hour, though they seemed a standoff. People had begun to describe the problem and possible solutions is not an agreement, which was to be found. Now they talked, the more disagreement there seemed. Susan at the end, the group's newest member, a naive question, "What we all try to solve the same problem here?" They scoffed at, both mentally and through their body language - and Tom, the team's old guard, spoke for everyone when he said, "Of course we are solving the same problem where you last hour to have been. "" Since the time of the meeting was over, and people were attending other meetings, they quickly scheduled later in the afternoon for a continuation.
Drew, the team leader, however, and therefore its next meeting after he stopped by her desk Susan could not get the question out of my mind. Since he was not there, he went to his desk and dropped a quick email to learn why he asked that question. Susan email saying when he wrote back that the solution of the master about the problem several years before he found something was taught as the meeting progressed that come to mind are the words he had learned to see was. Then about that phrase that he, phrases used by his mentor was burned in her mind kept thinking type ". Many problems go unsolved by groups working on the same problem because people are not" a problem well stated is a problem half solved. " "You really try to solve the problem?" He said he always solve the problem by writing a problem statement that he had learned through experience problems were usually resolved very quickly start was taught. He stopped writing, "the statement of a problem this morning we started writing, we do not have the possibility. To have to revisit this afternoon" as he then click the "submit" Note before reading the last sentence was cut.
As people rushed to draw the second meeting was already there. flipchart he wrote in red marker - the "What we are trying to solve the problem?" She then asking everyone to write down their answer meeting began. People groaned and shot quizzical looks my way, but everyone wrote. They started quickly, but if you were to ask them later, that they long to write this statement than they had expected. Everyone was watching again, asked them to draw their statement read. After everyone had been really cool the room. Susan in the morning caught the issue with your question was - - they all work on the problem were not saying they all were thinking by Tom broke the silence. At least the first half - - the organization takes place every day fighting for this scenario. Too often, people would rush for a solution and wasted so much time, resources and more are struggling with various problems by the solution to the equity in their relationships.
Of course lots of people are working on similar problems. For example, let's say the meeting was called to discuss the new project cost overruns. Everyone wants to solve it, and so they met with their biases and their positions, which leads them to skew to come, without a clear statement of the problem, from the perspective of their own solution search. Intelligent, competent and motivated people the same question to begin with because they are not stalemated. The next meeting to resolve your problem (and everyone there for the rest of his life after) can avoid starting right from the beginning. Solve your next asking the question to start solving the problem "What we are trying to solve the problem?" Get everyone input, and the first to come to agreement. The initial discussions, especially the first time people do it, symptoms and some possible solutions will be revealed. Please write them down, but those thoughts distract negotiations until a clear statement has been formed, not agreed and written down.
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