Content Article by Valarie A. Washington

Somehow while others were entrenched in the verbal exchange this team member found a simple and concise way of bringing all the information together. The comment leads to responses of, "exactly," "that's what I was trying to say," "you hit the nail right on the head."

Thirty-minutes of non-progressive discussion has just been moved 60 yards downfield.

If you weren't the genius proffering the great suggestion that got everyone's notice, you're probably sitting there thinking to yourself, "Why didn't I think of that?" If it wasn't your question that changed the course of the discussion you may ask yourself, "why didn't I say that?" Watching everyone rally around this new central idea you think, "That's exactly what I've been trying to say!"

The knowledge and ability to solve whatever problem you're facing is sitting around the table. The challenge is learning to access it in a way that leads to collaborative problem solving.

In my many years of training, coaching and consulting, I have learned that people come to the table with two mental maps to problem solving. The first is most oriented to seeing the problem as it IS today. They start with today and look backward for the answers. They keep us honest by reminding us of where we've been and the rules that should be followed. Their focus is WHY we are we in the situation we're in?

On the other side of the table are the forward-looking idea makers. This group of SOsiders (solution oriented problem solvers) is sure they know exactly where the organization should be heading and exactly the tools, technique, or strategy that will get you there. They're belief is that sometimes you have to jump in and do something. They get results by being decisive, picking a path and making it happen. If you don't have what's needed, they have a plan for creating something new. Less constrained by the rules or limitations of the past, they are always ready to move forward. They focus on what can be done.

Every meeting—every business problem—could use some expert bridge builders. These people do more than interpret the language of PRO and SOsiders they bridge the gap between them, get people focused on the goal. The more troubled the waters, the more bridge building that's needed.

How do you learn to build the bridges to better problem solving?

You resist the temptation to jump into the fray. You clear your mind of reactionary assumptions and knee jerk responses. Before you say one word, ask yourself "Why?"

Why is this issue worth the time we are spending on it? If I'm right and the answer is so obvious why is there disagreement?

Read the full article at:
http://think6results.com/showarticle.php?article=bridover#beginning