Business THINK

Business THINK Rules for Getting It Right Now and No Matter What!
Dave Marcum, Steve Smith and Mahan Khalsa ISBN 0-471-21993-2

The Rules:

Rule 1 Check you ego at the door.

Rule 2 Create Curiosity

Rule 3 Move off the Solution

Rule 4 Get Evidence

Rule 5 Calculate the Impact

Rule 6 Explore the Ripple effect

Rule 7 Slow Down for Yellow Lights

Rule 8 Find the Cause

The authors show that the only constants in the life are change, principles and choice. We need a tool to deal with these factors. The authors developed a method for working through the process to ensure a higher degree of making the right decision. They stated the accuracy of business decisions made in today's climate. They further stated the perceived confidence in these decisions, the empirical data proving the fallacy of the decisions and show that their process yields more accurate decisions.

Rule One actually speaks for itself. You have been to meetings where someone actually believes It's my way or the highway! This person has already established to answer and made the decision for the group. The authors showed haw a large percentage of decisions made turned out to be costly and wrong. Yet when surveyed most of the decisions makers were ninety plus certain they had made the best decision. What a dichotomy of reality. I am sure you have been in such worthless meetings. The authors' methods can avoid this scenario but must be bought into be the whole organization. To ensure egos are checked then all participate must have a very high EQ Emotional Quotient. EQ is a mixture of self-confidence and humility.

The next rule establishes ownership. If you create curiosity then you not only discover other possible solutions but each participant will become an integral part of the process. They will know their input is appreciated and equally weighed into the final group recommendations.

Every group dynamic will uncover the most obvious solution to any problem. Sometimes deadlines dictate the acceptance of these answers then time will require them to be made right. The saying of Pay now or Pay later should be taken into consideration. If you spend a few extra hours, or even days, to uncover the BEST RIGHT decision then you can save lots of costs in the future. When the group comes up with other possible alternatives then group think and guessing is lessened. These two dynamics can render an viable outcome unobtainable. As the authors suggest, the group must move off the solution. Every time, and it will occur, that the group lands on the preconceived solution then someone must take the lead to move away. It the obvious solution is the beat solution the it will survive the process. The final decision could look like the original decision but will be later determined to be a refined model.

The title to the authors' Chapter Nine is In God We Trust Everyone Else Bring Evidence perhaps points out the total meaning of getting evidence. The failure of the group can occur at the speed of light if statements are taken as evidence and not questioned. We all are authorities in our own minds. We can expound words to convince the very skeptic among us that we are speaking of universal facts and truths. Don't fall into this trap. Always go back to step one, leave egos at the door. Present all statements with both soft evidence and hard evidence. Time will prove the validity of all facts presented. If you dig deep enough to uncover evidence to support suggestions then the final decision will be the best right one.

At this point in the dynamics, you will have rendered some very good suggestions to apply to the decision making process. Part of the selection process is to calculate the impact of the final decision. The outcome of these calculations can greatly affect the group's recommendation concerning the final decision. The factors to consider should include resources of the company, the actual costs of the decision, the return on the investment, ownership acceptance of those to carry out the decision, and has the decision really past all the Business Think's acid tests. At this point the group should have move the evidence presented from the decision could result in to the decision will result in.

Now that you've landed on a decision, you must look outside your sandbox and calculate the effect the decision will have on other people and companies. This rule allows you to get an even bigger picture and will strengthen the final form of the decision. Instead of releasing a product that does good, it will ensure the release of a product or service that does fantastic in all areas previously calculated.

Now the group is into full steam ahead (or any other vernacular to express high rates of speed). It is important to turn on the yellow light. Take a little time to reflect on the previous rules. How well did the group follow the intent of the rules? Did everyone check their ego at the door or did a member wear other down to accept their solution? It this really such a big deal to warrant this much time at coming up with a solution? Now is the time to present all doubts in the form of questions. If your decision withstands the scrutiny then it will be your best final decision.

After expending so much of your resources it is difficult to take the time to follow step eight. Step eight is to find the cause. Finding the cause ensures you are fixing the problem and not the effects of the existence of the problem. Permanently fix the cause not just attack the effects of the problem. Why did the problem exist? Have we discovered the cure for the common cold? Or, are we just prescribing two aspirins and an early morning call?

The authors include test at the end of each section. The tests are designed to validate the accuracy of your application of the rules. Passing the test ensures a greater degree of obtaining the right final decision.

Sponsors & Opportunities