How to place commands before the employee can take action-tell him how to build a solution

Let's talk a little story first, indicating that understanding is more important than execution.

Guan Yu entered the account and "Cao Jun strikes ."
Liu Bei said, "When you are disconnected ."
Guan Yu throws and throws Liu Chan.
Liu Bei said, "This is not the case ."
Guan Yu cut Liu Feng with another knife.
Liu Bei airway, "this is not the case either"
Guan Yu's knife was shining, and Liu Bei's leg was bleeding ....

How can we place commands so that employees can act and make the right actions? The key is to inform him of building a solution. The following method is taken from the book The solutiontango: Seven simple steps to solutions in management.

1) use loose languages

Loose language increases the probability of cooperation and avoids confrontation between the two parties. Examples of loose language include ...... What do you think? "" If you choose ...... What will happen ?"

2) Talk about the valid part

Expressing interest in the effective part will encourage people to discuss more about their resources-where their advantages are and how to use them to solve the problems they face. "What works beyond the problem", some solutions are provided in exceptions of this problem, which is the perfect starting platform for building a solution. Talk about effective methods, not the problem.

3) analyze the cause of the problem

The reason is simple-once we determine how the problem ends, we can learn to end the problem faster. The effective method is to ask "How to end this discussion" and "What are the differences between the practices when there is no conflict between you?" If you have reached an agreement, what are you going to do? "How To Get Out Of The predicament, not how the problem occurs.

4) propose a solution

A cautious question is a kind of wisdom. Asking a question is more beneficial than telling others how to do it. The respondent has a sense of responsibility for his answers, so he is more likely to do what he just said.

The problem of building a solution will arise from the solution.

Build a solution:

(1) Clarification

"To help me look at this question more correctly, do you have anything to tell me?" "I forgot to ask you, Or you forgot to tell me, but what is important to this problem"

(2) continuity issues

"What should we keep?" Which part of your work is smooth, and you want to keep it"

(3) Target Setting

"What do we need to discuss to make this meeting useful ?" "You want to know useful information after the meeting ends." "any changes made after the meeting make you feel that it is worthwhile to hold the meeting"

(4) Whether there is any change before the meeting

"In the range from 1 to 10, suppose 10 represents a complete solution to the problem, and 1 represents the status of your decision to hold the meeting. What do you think is the current status"

(5) Differentiation

"When is the problem not so serious?" "Is there any difference at that time? What are you doing differently"

(6) focus on resources

"Although your team has encountered problems, what can be done well?" What is the most powerful asset of your team"

(7) Raise exceptions

"Have you solved a similar problem, how did you do it, who helped you, and how did he help you?" "In the past crisis, what do you think is the most useful"

(8) Future Issues

"Imagine that the problem has been solved. What is the difference between that time and the present?" "to solve this problem, what is a very small step you will take? "" Suppose you have already taken a very small step, and how will you proceed with the next small step"

(9) Triangle Problem

"If the situation improves, your boss says you should make any changes." "What do your colleagues think this meeting is useful"

(10) constructive questions

"If you try ...... Is it useful? "You think ...... Will it be useful? "If your colleague ...... What will happen? "" Now, do ...... How is it? Will it be useful"

 

The problem is the solution of the midwife. It is better to discuss the details of the solution. Forget why and ask more.

How to place commands before the employee can take action-tell him how to build a solution