Three simple questions make you take advantage of the Trend

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In this age of uncertainty, you may be overwhelmed by old habits and old ideas that no longer work. Three simple questions can help you grasp seemingly unsolved problems and move forward in a positive direction.

Uncertainty and chaos have become the new norm, forcing leaders to rethink most of their work. Forget the 5-year plan cycle. Even the 5-month plan cycle is useless. In this world, different forces from all directions will affect your decisions and actions. Therefore, you should not expect to fundamentally solve the challenges. Today's results depend on yesterday's actions and may have unexpected consequences.

New perspectives and new tools

To address these challenges, we need to find new perspectives and tools. In the past, strategic planning for the past three to five years has often brought everyone together to discuss the practical problems and future possibilities in the work undertaken together. These plans help them determine measures and activities to find a sense of control. But now, you don't want to develop a strategy that is sufficient to rely on and take meaningful measures to draw a permanent future.

You try to work harder. You have changed the old strategy into a new bottle. But none of them help. You hit the wall and found that you had no way to go. You are in desperate circumstances.

Take advantage of the Trend

So, how do you focus on your work and continue to move forward in a clear and effective manner? Observation, analysis, and action groups form a cycle, which can be either a heartbeat or a whole year. In these cycles, the appropriate actions will quickly provide you with feedback. Such actions are simple and easy for everyone to solve problems, plan the future, and make more effective decisions in response to daily realities and uncertainties.

As long as you take advantage of the trend, you can discover and understand the patterns in your own challenges, create creative countermeasures, and give up the contingency plan of your first pain points, based on your insights into the current situation, bold action.

Three simple questions

The core of this process is three seemingly simple questions: What? So what? How is it now? These problems can help you get rid of paralysis and take Wise action. When we think about changes, questioning and planning are both natural instinct actions. By following the trend, you can not only observe the initial purpose of the entire system, it also provides insight into the dynamics of decision-making, interaction, and behavior to determine the most effective and wise action.

■ Question 1: What?

At the "what" stage, the people involved in solving the problem only need to describe the current situation. What happened in the system? What happened in the world? What do people see, feel, and experience? At this stage, you will name and describe the status quo as much as possible, focusing on the challenges you need to address.

You should not be limited to what people normally see and talk about. You should explore the potential patterns of your world through surface descriptions. Ask the following questions to study the deep dynamics in your interaction and communication: Which of the following are the content and methods of communication I can know? In part, whole, and larger, what patterns do I observe? How do people share, collect, and use information at the individual, group, and team levels? When employees share information or know new information, what kind of emotion or reaction do I see in them? What information sharing needs or the results of current communication methods are close at hand? What data do I have about information flow, data application, and when, where, and under what circumstances do people claim that they cannot obtain the required information? What stories have I heard about the difficulty of collecting information or making people listen and respond? Who heard about it? Compared with this challenge, which situations have changed over time? What else do I have to know about this challenge or related situations?

■ Second question: what then?

At this stage, you have to ask, "What does it mean ?" You explore the impact of your work, determine the basis of your current work, the direction of new research, and the emerging forces that may affect your world. You think about the risks and benefits associated with the uncertainty of the situation, research the potential dynamics of challenges, and apply human system dynamics (HSD) tools to understand and identify new action options. At this stage, you can raise the following questions: the information we want to see and what needs to happen, which of the following ways do people find, use, and share information? What is the difference between what we expect and what we have in terms of sharing and using information? What leads us here? Will it take us out of the predicament? How can we change our expectations for finding and sharing information? How can we let people learn what they need in a different way? What constraints should I comply? Which factors limit/support effective information flow? What factors will restrict/support the use of information? What factors will limit/Support the establishment of information sharing responsibility system? So what are the most important boundaries? Where is the information available? Where is it blocked? Where can I receive it? Where can it be used effectively? What are the most important differences? Is it a way for people to find and send information? Are they using or ignoring information? Is it because people need or use the information? What are the most important links? Bringing people together? Is there a meaningful connection to the information they have mastered? What is the link that extends to other parts of the organization? What are the connections that extend to the big situation? New contact? Old contact? So what action plans can I choose to change the way people look for, collect, generate, and use information on hand?

■ Question 3: How is it now?

At this stage, people take actions and assess their impact on the current challenges. Is the situation changing? How is it changed? What are the unexpected consequences? What happened now? What do I have confidence in? If you pay attention to it, you will find that you are back to the next "what" stage and describe the mode after taking action. This is an iterative nature that goes well. People will always return to the starting point of another loop.

In the "How are you doing" phase, you need to raise the following questions: What do I do now to help you share, collect and use the data and information that is helpful to your work? Who should I include in the action? Who can undertake what work? Who is already involved? Who needs to participate? Now, what system changes will I see? What actions can indicate system changes? Which operating systems and functions will change? How is it changed?

What are the unexpected consequences? What should I pay attention to when we accept or ignore our actions? What is the mark of success or failure? How can I know whether these actions work? What do I see at the system level? What can I see in my team? What changes will I see on everyone? What do I need to convey to others? Who needs to understand these issues, challenges, and changes?

Benefits

By following the trend, you can consider the limitations of traditional planning methods from a new perspective: you can point out and explore uncertainty in the system; shorten the period of action and feedback, this allows you to respond to unexpected events more quickly and take remedial measures. You can gain insight into your own challenges and obtain more alternative action plans, to change the world where you are.

When you learn about challenges from a new perspective, you will have a larger opportunity to come up with new strategies. Your basic mentality should be: "All these uncertainties cannot be said to be good or bad. The reality is that ...... Here are a few simple questions that can help me overcome the difficulties ." This kind of mentality changes will make you feel relaxed.

As long as you can take these steps, you are ready to embark on the path to sustainable innovation and high productivity.

 

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